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The Business Impact Of Customer Experience

In the age of the customer, a focus on customers matters more than any other strategic imperative. While every executive knows that customers matter, most companies simply don’t approach their interactions with customers in a disciplined way. Lip service won’t cut it anymore. For businesses to succeed, they need to get serious about the way they define, implement, and manage the customer experience.

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FORRESTER PERSPECTIVE:

$

The Business Impact
Of Customer Experience
Key insights from the Forrester report
“Why Customer Experience, Why Now?”
By Kerry Bodine and Moira Dorsey

forrester.com/customerexperience | +1 617.613.6000
We’ve entered the age of the customer — an era when
focusing on customers is more important than any
other strategic imperative. Every executive knows that
customers matter. But most companies don’t approach
their customer interactions in a disciplined way.
This Forrester Perspective helps you understand how a
competitive shift has raised the importance of customer focus;
how customer experience (CX) drives real business value; and
how to treat customer experience as a business discipline.

Kerry Bodine is a vice president and principal
analyst, leading Forrester’s research on
customer experience design. An expert on
the customer experience ecosystem, Kerry
coauthored Outside In: The Power of Putting
Customers at the Center of Your Business.
blogs.forrester.com/kerry_bodine
@KerryBodine

WHAT IS CUSTOMER EXPERIENCE?

Forrester defines customer experience as how customers perceive their interactions
with your company. Executives don’t get to decide how customer-centric their
companies are — customers do.
Whether business-to-consumer (B2C) or business-to-business (B2B) — or productor service-focused — every company in every industry can leverage great customer
experiences for business gain. Customer experience has always been important.
Why is it now mission-critical?

forrester.com/customerexperience | +1 617.613.6000	

FORRESTER PERSPECTIVE:

Moira Dorsey is a vice president and group
leader for the team that helps clients design
and deliver great customer experiences.
She also writes about user experience
across digital touchpoints and voice of the
customer programs.
blogs.forrester.com/moira_dorsey
@MoiraDorsey

The Business Impact Of Customer Experience | 2
WE’VE ENTERED THE AGE OF THE CUSTOMER

For decades, companies have been promising to delight customers while simultaneously
disappointing them in nearly every channel. That tactic no longer works. Why not?
Because we’ve entered a new era that Forrester calls the age of the customer — a time
when focusing on customers matters more than any other strategic imperative.
SOURCES OF DOMINANCE

Age of
Manufacturing

1900–1960

Ford
RCA
GE
Boeing
P&G
Sony

Age of
Distribution

1960–1990

Wal-Mart
Toyota
UPS
CSX

Age of
Information

1990–2010

Amazon.com
Google
Intuit
MBNA

Age of
the Customer

2010+

Contenders include:
Southwest Airlines
USAA
Amazon.com
?

DOMINANT COMPANIES

forrester.com/customerexperience | +1 617.613.6000	

FORRESTER PERSPECTIVE:

The Business Impact Of Customer Experience | 3
WHY CUSTOMER EXPERIENCE?

In the age of the customer, companies find that:
Commoditization has stripped away existing sources of differentiation.
Competitive barriers of the past — such as manufacturing strength, distribution power,
and information mastery — can’t save you today. One by one, each of these corporate
investments has been commoditized.
Traditional industry boundaries have dissolved.
Automakers now find themselves competing not only with other automakers but also
with services like Zipcar, which obviates the need for car ownership. Likewise, Google
News, Expedia, and mobile devices undercut newspapers, travel agents, and laptop
manufacturers. Regardless of industry, customers will compare your firm to companies
like Southwest Airlines, Zappos.com, and Disney — which are known for their
customer centricity.
Customers have more power than ever.
With online reviews, social media, and mobile access, it’s easy for your customers
to know more about your products, services, competitors, and pricing than you do.
As strategy guru Michael E. Porter said: “Where the buyer has full information about
demand, actual market prices, and even supplier costs, this usually yields the buyer
greater bargaining leverage.” And when customers aren’t happy, they don’t think twice
about bashing brands on channels like Twitter and Facebook.

forrester.com/customerexperience | +1 617.613.6000	

FORRESTER PERSPECTIVE:

Forrester used 15 years of customer
experience research to create a
framework that outlines 40 essential
practices across six disciplines:
•	

Strategy

•	

Customer understanding

•	

Design

•	

Measurement

•	

Governance

•	

Culture

The Business Impact Of Customer Experience | 4
CX LEADERS OUTPERFORM THE COMPETITION

A stock portfolio of Forrester’s Customer Experience Index (CXi) leaders had a
cumulative 43% gain in performance over a six-year period (2007 to 2012), compared
with a 14.5% increase for the S&P 500 Index and a 33.9% decrease for a portfolio
of customer experience laggards.

Stock performance of CXi leaders and laggards versus S&P 500
(2007 to 2012)
50%

CXi Leaders
43.0%

40%

Sprint focused on eliminating the
root causes of customer calls to its
contact center and moved from last
to first in the American Customer
Satisfaction Index. As a result of
fewer outsourced calls and fewer
customer credits, the company
saved $1.7 billion per year.

30%
20%

S&P 500 Index
14.5%

10%
Cumulative
Total Return

0%
-10%
-20%
-30%
-40%

CXi Laggards
-33.9%

Source: Watermark Consulting

forrester.com/customerexperience | +1 617.613.6000	

FORRESTER PERSPECTIVE:

The Business Impact Of Customer Experience | 5
CUSTOMER EXPERIENCE DRIVES GREATER LOYALTY

Using data from 7,500 consumer surveys, Forrester examined the correlation between the
customer experiences delivered by 150 US firms and the loyalty of their customers. Good
customer experience correlates with consumers’ willingness to repurchase, reluctance to
switch, and likelihood to recommend firms across all 14 industries we examined.

Revenue Impact Of Customer Loyalty
(US$ millions)
Word of mouth
Churn reduction
Additional purchases
Wireless
service
providers

Total annual
impact

$60
$450

$3,149

$788
$65
$2,339

$44
$481

Airlines

USAA has created a seamless
experience for researching, financing,
and insuring vehicle purchases. As
a result, the company saw a 77%
year-over-year increase in visitors to
its car-buying site, a 15% increase
in completed auto loans, and a 23%
increase in vehicles sold.

$44
$1,131

$825

Hotels

$495
Credit card
providers

$24
$203

$866
$225

Base: US online adults (numbers have been rounded to the nearest whole number)
Source: June 10, 2013, “The Business Impact Of Customer Experience, 2013” Forrester report

forrester.com/customerexperience | +1 617.613.6000	

FORRESTER PERSPECTIVE:

The Business Impact Of Customer Experience | 6

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The Business Impact Of Customer Experience

  • 1. FORRESTER PERSPECTIVE: $ The Business Impact Of Customer Experience Key insights from the Forrester report “Why Customer Experience, Why Now?” By Kerry Bodine and Moira Dorsey forrester.com/customerexperience | +1 617.613.6000
  • 2. We’ve entered the age of the customer — an era when focusing on customers is more important than any other strategic imperative. Every executive knows that customers matter. But most companies don’t approach their customer interactions in a disciplined way. This Forrester Perspective helps you understand how a competitive shift has raised the importance of customer focus; how customer experience (CX) drives real business value; and how to treat customer experience as a business discipline. Kerry Bodine is a vice president and principal analyst, leading Forrester’s research on customer experience design. An expert on the customer experience ecosystem, Kerry coauthored Outside In: The Power of Putting Customers at the Center of Your Business. blogs.forrester.com/kerry_bodine @KerryBodine WHAT IS CUSTOMER EXPERIENCE? Forrester defines customer experience as how customers perceive their interactions with your company. Executives don’t get to decide how customer-centric their companies are — customers do. Whether business-to-consumer (B2C) or business-to-business (B2B) — or productor service-focused — every company in every industry can leverage great customer experiences for business gain. Customer experience has always been important. Why is it now mission-critical? forrester.com/customerexperience | +1 617.613.6000 FORRESTER PERSPECTIVE: Moira Dorsey is a vice president and group leader for the team that helps clients design and deliver great customer experiences. She also writes about user experience across digital touchpoints and voice of the customer programs. blogs.forrester.com/moira_dorsey @MoiraDorsey The Business Impact Of Customer Experience | 2
  • 3. WE’VE ENTERED THE AGE OF THE CUSTOMER For decades, companies have been promising to delight customers while simultaneously disappointing them in nearly every channel. That tactic no longer works. Why not? Because we’ve entered a new era that Forrester calls the age of the customer — a time when focusing on customers matters more than any other strategic imperative. SOURCES OF DOMINANCE Age of Manufacturing 1900–1960 Ford RCA GE Boeing P&G Sony Age of Distribution 1960–1990 Wal-Mart Toyota UPS CSX Age of Information 1990–2010 Amazon.com Google Intuit MBNA Age of the Customer 2010+ Contenders include: Southwest Airlines USAA Amazon.com ? DOMINANT COMPANIES forrester.com/customerexperience | +1 617.613.6000 FORRESTER PERSPECTIVE: The Business Impact Of Customer Experience | 3
  • 4. WHY CUSTOMER EXPERIENCE? In the age of the customer, companies find that: Commoditization has stripped away existing sources of differentiation. Competitive barriers of the past — such as manufacturing strength, distribution power, and information mastery — can’t save you today. One by one, each of these corporate investments has been commoditized. Traditional industry boundaries have dissolved. Automakers now find themselves competing not only with other automakers but also with services like Zipcar, which obviates the need for car ownership. Likewise, Google News, Expedia, and mobile devices undercut newspapers, travel agents, and laptop manufacturers. Regardless of industry, customers will compare your firm to companies like Southwest Airlines, Zappos.com, and Disney — which are known for their customer centricity. Customers have more power than ever. With online reviews, social media, and mobile access, it’s easy for your customers to know more about your products, services, competitors, and pricing than you do. As strategy guru Michael E. Porter said: “Where the buyer has full information about demand, actual market prices, and even supplier costs, this usually yields the buyer greater bargaining leverage.” And when customers aren’t happy, they don’t think twice about bashing brands on channels like Twitter and Facebook. forrester.com/customerexperience | +1 617.613.6000 FORRESTER PERSPECTIVE: Forrester used 15 years of customer experience research to create a framework that outlines 40 essential practices across six disciplines: • Strategy • Customer understanding • Design • Measurement • Governance • Culture The Business Impact Of Customer Experience | 4
  • 5. CX LEADERS OUTPERFORM THE COMPETITION A stock portfolio of Forrester’s Customer Experience Index (CXi) leaders had a cumulative 43% gain in performance over a six-year period (2007 to 2012), compared with a 14.5% increase for the S&P 500 Index and a 33.9% decrease for a portfolio of customer experience laggards. Stock performance of CXi leaders and laggards versus S&P 500 (2007 to 2012) 50% CXi Leaders 43.0% 40% Sprint focused on eliminating the root causes of customer calls to its contact center and moved from last to first in the American Customer Satisfaction Index. As a result of fewer outsourced calls and fewer customer credits, the company saved $1.7 billion per year. 30% 20% S&P 500 Index 14.5% 10% Cumulative Total Return 0% -10% -20% -30% -40% CXi Laggards -33.9% Source: Watermark Consulting forrester.com/customerexperience | +1 617.613.6000 FORRESTER PERSPECTIVE: The Business Impact Of Customer Experience | 5
  • 6. CUSTOMER EXPERIENCE DRIVES GREATER LOYALTY Using data from 7,500 consumer surveys, Forrester examined the correlation between the customer experiences delivered by 150 US firms and the loyalty of their customers. Good customer experience correlates with consumers’ willingness to repurchase, reluctance to switch, and likelihood to recommend firms across all 14 industries we examined. Revenue Impact Of Customer Loyalty (US$ millions) Word of mouth Churn reduction Additional purchases Wireless service providers Total annual impact $60 $450 $3,149 $788 $65 $2,339 $44 $481 Airlines USAA has created a seamless experience for researching, financing, and insuring vehicle purchases. As a result, the company saw a 77% year-over-year increase in visitors to its car-buying site, a 15% increase in completed auto loans, and a 23% increase in vehicles sold. $44 $1,131 $825 Hotels $495 Credit card providers $24 $203 $866 $225 Base: US online adults (numbers have been rounded to the nearest whole number) Source: June 10, 2013, “The Business Impact Of Customer Experience, 2013” Forrester report forrester.com/customerexperience | +1 617.613.6000 FORRESTER PERSPECTIVE: The Business Impact Of Customer Experience | 6
  • 7. IT’S A BUSINESS DISCIPLINE, NOT A BUMPER STICKER Customer experience improvements won’t magically materialize through wishful thinking or random efforts. To create a companywide focus on customers, work with your C-level executives to: Dedicate personnel to customer experience. Initiatives can’t take off if they’re tacked on to people’s day jobs. Over the past several years, Forrester has seen more companies appointing a chief customer officer (CCO), a single executive who leads CX efforts across a business unit or an entire company. But these executives can’t do it alone — they need the support of a centralized CX organization for cross-functional coordination, domain expertise, and operational support. Allocate budget to customer experience initiatives. Today’s customer experience leaders — firms like Best Buy, Apple, and US Cellular — are already laser-focused on delighting their customers, and many of them are doubling down on their CX investments. Meanwhile, many customer experience laggards have started to invest heavily. If your company is having trouble finding the funds, consider shifting dollars from your advertising budget to projects that will help your employees deliver on the promises you’ve already made to customers. After all, consumers trust peer recommendations far more than ads. The corporate role of chief customer officer is still fairly new. Visit forr.com/CCOinsights to meet a CCO. Craft a customer experience strategy. Just as your company needs an overarching corporate strategy to guide employee activities and resource allocation, you also need a CX strategy to focus the organization on delivering the right type of customer interactions. Simple statements like, “We want to delight our customers,” aren’t enough. The right customer experience strategy for your company will align with the specifics of your corporate strategy and brand — and will help guide you in prioritizing your CX initiatives. forrester.com/customerexperience | +1 617.613.6000 FORRESTER PERSPECTIVE: The Business Impact Of Customer Experience | 7
  • 8. GET STARTED NOW Forrester can help you prioritize the initiatives that deliver real results and create sustainable change. Specifically, our experts will work with you to: Assess the maturity of your customer experience capabilities. Take stock of how your firm performs 40 essential practices today, and build a plan to turn those activities into a self-improving CX management machine. Determine the root causes of your customer experience problems. Identify and document the people, activities, processes, policies, and technologies that shape every customer interaction; then use this ecosystem map to prioritize the root causes your company must address in order to deliver exceptional customer experiences. Prove the ROI of customer experience improvements. Demonstrate the potential business benefits of initiatives ranging from small website tweaks to full CX transformation projects. Using our proprietary industry data and case studies, Forrester will help you determine what return you can realistically expect. Implement or enhance a new or existing CRM. Identify the strengths and weaknesses of your customer relationship management (CRM) environment using industry best practices. Define relevant metrics and key performance indicators (KPIs) to measure success and business impact, in order to ensure buy-in by key stakeholders and management. Connect With Forrester Talk to one of our experts about your customer experience strategy. +1 617.613.6000 or forr.com/cx-contact Visit our customer experience site to: • Watch Forrester analysts explain the implications of CX for marketing and business technology professionals. • Listen to webinars and podcasts to determine how CX impacts your business. • Download the first two chapters of Forrester’s book Outside In. forrester.com/customerexperience  Develop a digital experience road map. Evaluate your company’s digital strategies, architectures, organization, and plans against best and emerging practices in areas such as CRM, contact center support, business intelligence (BI) adoption, and mobile application development. forrester.com/customerexperience | +1 617.613.6000 FORRESTER PERSPECTIVE: The Business Impact Of Customer Experience | 8