On just about anyone’s shortlist of companies that deliver unique, high-quality experiences, you’d be sure to find Virgin. And this year, the iconic brand opened its first hotel in the US – a 250-room property located in the Chicago Loop. How does Virgin Hotel live up to the high standards set by other Virgin businesses? At Forrester’s Forum for Customer Experience Professionals in New York, June 16 & 17, Raul Leal, CEO, Virgin Hotel Group, will explain. In the meantime, he shared with us a few thoughts about CX, the hospitality industry, and what it’s like to work for a knight. Enjoy! And I look forward to seeing you in NYC . . .
Q: In your industry, switching costs are pretty low. Indeed, one of the things that impresses me about the first Virgin Hotel in Chicago, is how reasonably priced the rooms are! Is that why CX is so important to Virgin?
I spend a lot of time talking about the poor quality of federal customer experience (CX) and the effects it has on the public. I’ve already talked about how federal agencies averaged the lowest score in Forrester’s Customer Experience Index (CX Index™). In fact, most of the worst performers in any industry were federal agencies and even the top agencies — the US Postal Service and National Park Service, which tied for the top spot — achieved scores far below private-sector leaders like USAA, Amazon, and JetBlue.
However, today I want to emphasize the national harm of bad private-sector CX. US consumers have hundreds of millions of frustrating interactions with companies every day, and that adds up to:
Degraded quality of life. About 50% of US households reported bad experiences, and 68% suffered customer rage in 2013, according to this study.
A weakened economy. Waiting for in-home services such as cable, TV, or appliance installation and repairs takes each US consumer out of the workforce for two days each year, costing $250 per person and the entire economy as much as $37.7 billion annually, according to another study.
Stymied business innovation. Poor CX also saps budgets that companies could otherwise use for research and development, capital investments, or other imperatives. And CX improvements translate into big bucks. Sprint saved $1.7 billion per year by avoiding problems that had prompted high traffic to its call centers.
For years cybersecurity professionals have struggled to adequately track their detection and response capabilities. We use Mean Time to Detection/Containment/Recovery. I wanted to introduce an additional way to track your ability to detect and respond to "sophisticated" adversaries: Mean Time Before CEO Apologizes (MTBCA). Tripwire’s Tim Erlin had another amusing metric: Mean Time To Free Credit Monitoring (MTTFCM).
Here are some examples (there are countless others) that illustrate the pain associated with MTBCA:
Your CEO doesn't want to have to deliver a somber apology to your customers, just like you don't want to have to inform senior management that a "sophisticated attack" was used to compromise your environment. Some of these attacks may have very well been sophisticated but I'm always skeptical. In many cases I think sophisticated is used to deflect responsibility. For more on that check out, "The Millennium Falcon And Breach Responsibility."
Once a month I use my blog to highlight some of S&R’s most recent and trending research. When I first became research director of the S&R team more than five years ago, I was amazed to discover that 30% to 35% of the thousands of client questions the team fielded each year were related to IAM. And it’s still true today. Even though no individual technology within IAM has reached the dizzying heights of other buzz inducing trends (e.g. DLP circa 2010 and actionable threat intelligence circa 2014), IAM has remained a consistent problem/opportunity within security. Why? I think it’s because:
I’m a big fan of the cloud – and not because I live in the United Kingdom, which actually gets a lot more sunshine than people think. Seriously, I like the cloud because of the opportunities it brings for enterprise marketing technology deployment. Note that I said “opportunities,” as in potential; although Forrester’s research shows SaaS is the leading factor driving system replacements and net new investments in business applications, there is still work to do where marketing technology is concerned.
But what about all the so-called “marketing clouds” on the market? Surely, they offer cloud-based solutions, right? Cloud-based, yes; exclusively in the cloud, no. Of the eight modules in the Adobe Marketing Cloud, Adobe Campaign and Adobe Experience Manager remain largely hosted or on-premise solutions today. Within the Oracle Marketing Cloud, loyalty and marketing resource management (MRM) modules offer on-premise deployment options. Last week, IBM announced the IBM Marketing Cloud – based on the Silverpop acquisition, with IBM Campaign (formerly Unica) retaining a “marketing software” description. Even the majority of Salesforce Marketing Cloud customers employ a hybrid model for customer data management.
What’s the difference between a digital bolt-on and transformative digital disruption?
In the two years I’ve been on the road talking with executives around the world about digital business and delivering keynotes on digital transformation, I’ve been most frequently asked about bolt-on vs. transformation; what’s the difference?
A digital bolt-on is a digital project that is added to the existing business model that might improve the customer experience in a small way, but doesn’t fundamentally change how value is created for, and/or delivered to, the customer. For example, when a company updates a website and provides customers an electronic ordering platform, they are not changing the existing business model; they are simply providing an alternative channel through which the customer can buy products. The value proposition remains the same: buy and experience our product and you’ll gain value from the experience. Digital (in this case an online sales channel) has been bolted to the existing business model in much the same way a teenager bolts a spoiler onto an old car to make it "go faster".
I attended Gainsight’s Pusle conference on customer success, held in San Francisco, on May 12 and 13. This conference, which focused on the economic value of customer success, actionable customer success best practices and insight from customer success practitioners, drew over 2000 attendees across 20 countries. This was more than double the size of last year's conference. The speaker list read like a who’s who in the world of young B2B SaaS companies: Apttus, Box, Zuora, Yelp, Satmetrix, MindTouch, Zendesk, Influitive, InsideSales, Docusign, Atlassian amongst others, as well as more established companies such as SAP, ATT, Salesforce, LinkedIn, Workday. It also drew a long list of VC luminaries including Roger Lee from Battery Ventures, Jason Lemkin from Storm Ventures and SaaStr, Tomasz Tunguz from Redpoint Ventures and Ajay Agrawal from Bain Capital Ventures,.
So why the interest in customer success?
Our world has moved to a subscription economy. Categories like media and entertainment and telecommunications have fully embraced this model. Other industries like publishing, computer storage, healthcare, are moving in this direction. This shift is most notable in B2B software.
In the past week, I have booked a flight using a travel voucher, questioned a charge on my credit card bill, and bought an electric toothbrush. What do these experiences have in common? In each case, I had a relatively complex question and I received a helpful answer – without talking to anyone in person or by phone. Instead, with a little online research, I was able to identify which blackout dates applied to my travel voucher, clear the charge on my credit card bill, and learn the best settings for my toothbrush.
Essentially, I sought answers immediately by turning to digital channels first. In this regard, I’m not the only one. For the first time in the history of our research, more US online adults report using company websites than speaking with agents by phone when resolving customer service needs. Forrester’s Consumer Technographics® data shows that 76% of consumers turn to FAQ pages, and usage across other digital channels is growing notably:
The fact that technology is disrupting the way in which customers seek information is not merely a trend – it’s at a tipping point. In the age of the customer, consumers expect accurate answers with greater speed and less friction than before; as companies offer them detailed online content with increasingly effective navigation strategies, consumers will embrace self-service digital channels at the expense of offline communication.