Groei met dubbele cijfers in global B2C e-commerce omzet in 2015

Online omzet steeg vorig jaar met bijna 20% tot $2,3 biljoen wereldwijd
De wereldwijde verkoop van B2C e-commerce producten en diensten blijft stijgen: in 2015 bedraagt de groei 19,9% met als resultaat $2,3 biljoen online omzet. Asia-Pacific is met meer dan $1 biljoen omzet de belangrijkste regio, terwijl China het belangrijkste land blijft met $766,5 miljard online omzet.

Voor 2016 wordt een groei van 17,5% voorspeld, en een wereldwijde B2C e-commerce omzet van ongeveer $2,7 biljoen. Om dit enorme bedrag in het juiste perspectief te plaatsen: het is ongeveer hetzelfde als het bruto binnenlands product van een land als Frankrijk of het Verenigd Koninkrijk.

Deze cijfers zijn afkomstig van het nieuwe Global B2C e-commerce Report 2016. Het is uitgevoerd door de E-commerce Foundation, in samenwerking met Ecommerce Europe, de Europese e-commerce vereniging. Bovendien wordt het rapport ondersteund door Asendia, Ingenico, Webhelp en MarketShare.

Asia-Pacific vergroot haar voorsprong
Evenals in 2014 is Asia-Pacific de grootste B2C e-commerce regio ter wereld. Met een online omzetgroei van 28% vergrootte het de kloof met de twee voornaamste concurrenten, Noord-Amerika (+ 13%) en Europa (+ 13%). Hiermee bedroeg in Azië-Pacific de online omzet $1.057 miljard in 2015, wat bijna gelijk is aan die van Noord-Amerika en Europa samen. Deze drie regio's werden gevolgd door Latijns-Amerika en het Midden-Oosten en Noord-Afrika (MENA), die wel sterk blijven groeien met respectievelijk 28 en 19%.

 

 


Demo Blog

In every interaction our first priority is to meet the customer’s need for a demo blog post: to answer the question they asked, provide the information they needed, close the sale they wished to make. Our second is to reinforce their positive engagement with your brand – to raise a smile, to encourage them to say: “I like working with you, you’re a great company.” And to tell their friends.

 

It’s our priority for two reasons. First, because engaged customers are most likely to stay loyal. Second, because customer advocacy creates your most productive salesforce; advocates for your brand who offer positive customer feedback and recommend you in their conversations and across their social networks.Beyond effort to exceptional

d instinct to insight

It’s easy to guess at what makes customers feel good – and get it wrong. We prefer to take a more scientific approach. By applying analytics and Voice of the Customer, we identify the root causes of positive or negative NPS scores. We can then work to replicate the former and eradicate the latter, so that more customers love you, more of the time. Beyond efficiency to empathy

 


Customers are Taking Control of the Customer Experience

customer experience, customer journey, multichannel, omni-channel

I recently read a Forbes article by the customer experience (CX) consultant Adrian Swinscoe that focused on the risk of customer habituation. Adrian writes about the danger in some organisations that the brand and the customer just get used to each other - the relationship is taken for granted. Following Helen’s blog earlier this week, it makes sense to look into how brands and customers are managing their relationships.

Despite many brands having Voice of the Customer programmes and complex customer journey mapping, there is always a danger that, over time, the customer is taken for granted. When customer behaviour is assumed to always remain as it was in the past, there is a danger of habituation creating a situation where the relationship breaks down.

I believe that this is more of a danger than many customer experience experts appear to recognise. Even the Forbes article only advises that awareness and attention are required to ensure the relationship remains good. Habituation is a big enough risk to require targeted strategies, and active positive steps need to be taken to prevent it occurring.

The reason I’m suggesting this so emphatically is that customer expectations often drive the way that companies plan their CX strategy today. Customers are changing their expectations faster than ever as new technologies allow them to interact with brands more easily and across many more channels.

Think back to when the customer service team defined the time that customers were “allowed” to ask a question. “Call us on this number between 9am and 5pm Monday to Friday and we might be able to help, but don’t bother at any other time.” Try that kind of approach today and see how satisfied your customers are!

Customer expectations have moved on and this feeds back into the way that customer experience is planned. Customers themselves become habituated to new standards of what they consider to be normal. It doesn’t take much vision to see a few years into the future because we can see the various technologies that are going to impact on the customer experience.

Imagine a car dealer in five years telling customers that it’s not possible to take a look at a model using a virtual reality system. It might sound unusual today, but when nine out of ten dealers offer a virtual driving experience before buying a car, who will bother visiting the tenth one?

Customer and brand habituation is an important subject that I expect to return to here because there are many questions about who changes faster - the customer or the brand? I think that as long as the company keeps one eye on what technologies customers are using to communicate with their friends, their planning should mostly be successful.

What do you think of the impact of habituation on the customer experience? Leave a comment or get in touch on LinkedIn and let me know.


[CRISES & BAD BUZZ] COMMENT LES GÉRER EN 4 ÉTAPES ?

Les crises sur les réseaux sociaux sont de plus en plus nombreuses : Lego et son action de street marketing ratée à Rennes, Burger King et son burger noir d’Halloween… vous ne voulez pas être le prochain à faire une erreur qui vous propulsera ennemi public numéro 1 sur les médias sociaux ? L’équipe Webhelp Digital & Marketing Services vous propose 4 étapes à suivre pour gérer une crise online.

#1 Comprendre et analyser les origines de la crise

La crise peut émerger via deux principaux facteurs :

  • un contexte externe à l’organisation propice à des crises régulières (la mauvaise réputation d’un secteur, la mémoire collective ou encore un ras-le-bol général du racisme ou du sexisme, par exemple) ;
  • un événement ponctuel qui met l’entreprise en avant de manière négative (un accident, une plainte ou une vidéo choc, par exemple).

Ces éléments ont une répercussion émotionnelle sur les internautes (peur, surprise, horreur, humour…), qui vont faire part de leurs émotions sur les réseaux sociaux et donc déclencher la crise et toucher le grand public.

#2 Évaluer les risques et décider des actions à mettre en place

En premier lieu, lorsqu’une marque fait face à un bad buzz sur les médias sociaux, il convient d’évaluer les risques potentiels que peut engendrer la crise, puis définir les actions à mener. Il est nécessaire, dans un premier temps, de déterminer si la marque est coupable ou non de ce qui lui est reproché.

Si la marque est coupable, il faut mesurer l’émotion générée par la crise auprès des internautes. En l’absence d’émotion notable, il vaut mieux ne rien faire (inutile d’aggraver les choses). Si une réelle émotion est palpable auprès du public, son ampleur doit être étudiée. Là encore, si l’ampleur est faible, il vaut mieux attendre que le bad buzz s’essouffle et voir si des actions sont réellement nécessaires. Si la crise génère de vives réactions, mettant en péril la réputation de la marque, l’entreprise devra alors la gérer, tout comme l'émotion qu’elle a suscitée.

Il se peut également que la marque ne soit pas coupable du fait reproché, mais soit en revanche perçue comme telle. Dans ce cas-là encore, il faut avant tout évaluer si cela génère des réactions chez les internautes et l’ampleur de leurs émotions, avant de communiquer et de se défendre. Il sera important, même si l’entreprise n’est pas coupable, de gérer l’émotion engendrée par les faits et de rassurer les clients de la bonne intention de l’entreprise.

#3 Opter pour les outils et les moyens adéquats pour gérer la crise

Deux actions doivent être menées conjointement : la gestion de l’émotion provoquée par le bad buzz chez les internautes et la réaction face à l’événement déclencheur. À cela s’ajoutent deux échelles de temps : les actions à mener à chaud, sur le moment, et les actions à mener à froid, une fois le pic de la crise passé.

 

Pour le côté émotionnel, il faut en tout premier lieu nouer le dialogue, que ce soit au travers des réseaux sociaux ou des commentaires d’articles. En second lieu, l’entreprise pourra maintenir le lien, via des vidéos ou un blog de crise, par exemple. L’important dans les deux cas étant la prise de parole.

En ce qui concerne la gestion du fait générateur en lui-même, il conviendra, dans un premier temps, d’occuper l’espace médiatique, notamment via des communiqués de presse, et d'établir des contacts directs privés avec les personnes concernées. Ensuite, l’information qui circule devra être maîtrisée via une veille et via la mise à jour des sites et pages Wikipedia, par exemple. Pour gérer le fait initial, il faut apporter des preuves, donner la parole aux experts, témoins et afficher la transparence de l’entreprise.

 

#4 Adopter la bonne attitude et utiliser les bons mots

Il faut à tout prix éviter les attitudes qui choquent, telles que l’arrogance, l’inaction, le silence ou même la défense, et au contraire privilégier les attitudes qui apaisent, comme la sincérité, l’empathie, la clarification et de bonnes explications.

 

Quoi qu’il en soit, une crise est à gérer au cas par cas. Les conseils doivent être appliqués selon les faits et les émotions générées. La communication est souvent la clé de voûte du problème, même si parfois la discrétion est également importante.

Si vous voulez que l’équipe Webhelp Digital & Marketing Services vous accompagne dans la gestion d’une crise sur votre marque, n’hésitez pas à nous contacter !


Webhelp Nominated for Three UK Digital Experience Awards

Leading global customer experience and business process outsourcing company, Webhelp, has been named as a finalist in three categories at this year’s UK Digital Experience Awards.

The UK Digital Experience Awards, launched two years ago, celebrate examples of best practice in digital customer experience. They are judged by a panel of independent business leaders using scoring methodology and criteria endorsed by Cranfield School of Management and usability reviews provided by Usability 24/7.

Last year’s winners include Nationwide Building Society, British Telecom and The Metropolitan Police.

David Turner, CEO of Webhelp UK, said: “Having just received a Silver award in the UK Customer Experience Awards, we are delighted to learn that we have received three nominations in the UK Digital Experience Awards.

“Webhelp commits huge resources to developing new technology and digital customer experience solutions that will ensure our clients can anticipate how their customers will want to engage with them in the future. Our aim is to ensure that our clients and their customers are receiving the best possible digital customer experience and it makes me very proud that we also being nominated for awards in this field.”

 

Webhelp is a finalist in the following categories:

  • B2C Services
  • Business Transformation
  • Digital CX innovation

The results will be announced on December 2, 2016 at the Park Plaza Riverbank, London.

 


The Changing Nature of the Customer Journey

customer-relationship

I have read several articles and seen some presentations recently that have stressed the importance of understanding the customer journey. Personally, I believe that an understanding of your customer journey is one of the most important pieces of insight you can have – if you don’t know how customers find your products and purchase them then how can you keep repeating that process?

However, there is an important point to remember. The customer journey used to be fairly simple to map because it was a linear process. A customer would learn about your products from marketing or advertising, and would then gather more information before making a purchase. Their interactions with your company usually came after a purchase, and were with the customer service team.

That was all quite simple. Now there is no linear concept of a single customer journey. Every customer is experiencing his or her own unique journey and it is far more complex than ever before.

Think for a moment about some typical customer actions today. Downloading an app, reading reviews, writing a blog post, chatting on social media, asking friends questions about products, asking a brand questions directly using a social channel, viewing an information video on YouTube… I could list dozens of different types of action and they could be in any order.

This has been triggered by ubiquitous access to mobile internet and social networks in addition to more general social media, such as apps like TripAdvisor.

Despite all these changes, I believe it is still important to understand how customers arrive at a buying decision, but the emphasis now should be on the relationship rather than just the purchase. Build a great relationship based on good experiences with your brand and you will create a customer for life – a customer that often engages with your brand even if they are not making a purchase.

What do you think about the changing nature of the customer journey? Please leave a comment here, or contact me on LinkedIn, and let me know.


Webhelp Wins Silver in UK Customer Experience Awards

Leading global customer experience and business process outsourcing company, Webhelp, has won Silver in the Best Business Change category at this year’s UK Customer Experience Awards.

Launched seven years ago, the UK Customer Experience Awards is now one of the most important events in the calendar for CX professionals in the UK. The winners were chosen by a panel of independent business leaders and were announced at a ceremony, attended by more than 150 companies, at the Park Plaza, Westminster, London, on Friday, Sep 23.

David Turner, CEO of Webhelp UK, said:

“We are very pleased to have received this Silver award for Best Business Change for our work on the Shop Direct campaign. Webhelp and Shop Direct have worked very closely together to bring about a significant transformation in Shop Direct’s customer experience. This work has seen our client enjoy new levels of customer satisfaction and it is fantastic news that our efforts have been recognised by the industry too.”

 


Omni-channel Service is Redefining Auto Sales

 

Lately, I’ve been reading about the different ways in which the omni-channel approach is changing the market for cars and other automobiles. Traditionally, buying a new car meant a visit to various dealers to compare models and haggle over the price of a sunroof. This is changing fast.

I already knew that changes were coming, because I have felt a dramatic difference in the way that I personally approach a car purchase. It is possible to do all your research online, comparing models and determining what you want, before ever going to a dealer. The last time I looked for a car it almost felt like I could walk into the dealer and just ask for the car immediately, because there was no more selling required – I had all the information I needed to make the purchase.

New services are augmenting the process; in particular, there is a service called Amazon Vehicles in the USA. It’s no surprise that Amazon is getting into the car business, but it does show how far we have moved from the days of visiting multiple dealers.

The Amazon service allows instant comparisons of vehicles, reviews are available, and you can even ask current owners questions about their car. If you are interested in a particular model, Amazon can arrange to deliver one direct to your home for a test drive.

These developments are to be expected - people are getting smarter and more demanding. The changes in the auto industry also follow the omni-channel guidelines that I have often talked about in the past: make the customer experience great, no matter how the customer approaches you.

With fantastic online sales options becoming available, the real challenge for the car brands will soon be how to improve the experience when customers take time to visit the dealer. Car dealers are not generally thought of as customer-centric so that might be a challenge – however, it is one that needs to be addressed if the industry is to start offering a truly great omni-channel experience.

What do you think of these opportunities to redefine how cars are sold? Leave a comment below, or get in touch with me on LinkedIn.


Are Banks Meeting Customer Expectations?

A very interesting research report was published recently that explored what C-level banking executives and their customers thought of the service offered by retail banks. Over 2,000 customers were questioned, as well as over 100 board-level executives, to see what bank leaders and their customers really think of the service provided.

It may not be a surprise that the customers wanted the banks to do better, but it is quite a surprise to see that the majority of the executives all thought that things were fine just as they are. That highlights a major disconnect between what the banks think and what their customers want.

Customers want personalised services; they want it to be really easy to interact with their bank. Customers don’t generally think they are getting any of this from their bank and yet the leadership thinks it is already easy enough. Who is right?

Look at the figures for personalisation. Fifty two per cent of customers say that this is a real priority for them - it’s what they expect from a bank in 2016. With over half asking for it, it’s safe to say that most customers do not feel that banks are delivering a very personal service – but 92% of the management questioned said that they are delivering a very good or adequate personalisation strategy for customers. Just 8% of the management think that they might be able to improve.

It’s also interesting to see the enormous difference in how bank executives think they can make the branch experience easier. Most of them think that by making bank branches more like cafes then the experience will be better, but that misses the mark. Customers don’t want to go to their bank just to get a coffee - they want the transaction process to be easier and faster.

Anyone involved in the retail bank customer experience needs to take a look at research like this. There does appear to be a disconnect between customer expectations and corporate strategy, yet the rival challenger banks and app-based fintech services are all being built from the customer perspective. They are getting customer service right and know exactly what their customers need.

That’s a dangerous position for the banks to be in. They all need to review if they are delivering what their customers want - and soon!

What are your thoughts on the disconnect between customer expectations and executive perception in retail banking? Leave a comment here, or get in touch via my LinkedIn.

http://www.timetrade.com/resources/surveys/state-retail-banking-executive-report-2016

https://thefinancialbrand.com/60393/banking-customer-experience-strategy/


Are Banks Meeting Customer Expectations?

groupon-case-study-inpage

A very interesting research report was published recently that explored what C-level banking executives and their customers thought of the service offered by retail banks. Over 2,000 customers were questioned, as well as over 100 board-level executives, to see what bank leaders and their customers really think of the service provided.

It may not be a surprise that the customers wanted the banks to do better, but it is quite a surprise to see that the majority of the executives all thought that things were fine just as they are. That highlights a major disconnect between what the banks think and what their customers want.

Customers want personalised services; they want it to be really easy to interact with their bank. Customers don’t generally think they are getting any of this from their bank and yet the leadership thinks it is already easy enough. Who is right?

Look at the figures for personalisation. Fifty two per cent of customers say that this is a real priority for them - it’s what they expect from a bank in 2016. With over half asking for it, it’s safe to say that most customers do not feel that banks are delivering a very personal service – but 92% of the management questioned said that they are delivering a very good or adequate personalisation strategy for customers. Just 8% of the management think that they might be able to improve.

It’s also interesting to see the enormous difference in how bank executives think they can make the branch experience easier. Most of them think that by making bank branches more like cafes then the experience will be better, but that misses the mark. Customers don’t want to go to their bank just to get a coffee - they want the transaction process to be easier and faster.

Anyone involved in the retail bank customer experience needs to take a look at research like this. There does appear to be a disconnect between customer expectations and corporate strategy, yet the rival challenger banks and app-based fintech services are all being built from the customer perspective. They are getting customer service right and know exactly what their customers need.

That’s a dangerous position for the banks to be in. They all need to review if they are delivering what their customers want - and soon!

What are your thoughts on the gap between customer expectations and executive perception? Leave a comment below, or get in touch via my LinkedIn.