WALKER Customers2020

CUSTOMERS
2020
THE FUTURE OF B-TO-B CUSTOMER EXPERIENCE
CUSTOMERS 2020
C O NDU CTED IN COLLABOR ATION WITH
2 © 2013 Walker Information

CUSTOMERS 2020
TABLE OF CONTENTS
WHY THIS STUDY? WHY NOW? . . . . . . . . . . . . . . . . . . . 4
PREPARING FOR THE FUTURE – A SUMMARY . . . . . . . . . . . . 5
CUSTOMERS WILL DICTATE THE EXPERIENCE . . . . . . . . . . . . 6

THERE WILL BE NO ROOM FOR STRANGERS . . . . . . . . . . . . . . . 8
IMMEDIATE GRATIFICATION IS NOT FAST ENOUGH . . . . . . . . . . . 10
INTERACTING ON THEIR TERMS . . . . . . . . . . . . . . . . . . . . . . 12
COMPANIES MUST ADAPT OR FAIL . . . . . . . . . . . . . . . . 14

EXECUTIVES SEEK A SINGLE SOURCE OF TRUTH . . . . . . . . . . . . . 16
A HUNGER FOR CUSTOMER INTELLIGENCE . . . . . . . . . . . . . . . . 18
FROM SOLUTION SELLING TO INSIGHT SELLING . . . . . . . . . . . . 20
CUSTOMER SERVICE IS PERSONALIZED & PROACTIVE . . . . . . . . . 22
CUSTOMER SENTIMENT – MORE THAN A SURVEY . . . . . . . . . . . . 24
CAPITALIZING ON THE CUSTOMER REVOLUTION . . . . . . . . . . 26

A CUSTOMER REVOLUTION IS TAKING PLACE . . . . . . . . . . . . . . . 28
A FORCE FOR CHANGE . . . . . . . . . . . . . . . . . . . . . . . . . . 30
A HOLISTIC CUSTOMER METRIC . . . . . . . . . . . . . . . . . . . . . . 34
ABOUT THE STUDY . . . . . . . . . . . . . . . . . . . . . . . . 38
Proprietary and Confidential 3

CUSTOMERS 2020
WHY THIS STUDY?

WHY NOW?
The year 2020. In saying it, we tend to picture a time much further in the future.
In reality, however, seven years pass in the blink of an eye – especially in the
fast-paced, competitive world of business. Just think of all the changes taking
place right now, among B-to-B companies. Customers know more, and they expect
more. Fast forward seven years, and there’s little doubt the bar will be set even
higher and new priorities will have emerged.
So, who wins in the year 2020? Arguably, it’s the most forward-thinking companies –
those that consciously and deliberately work at anticipating the future needs of their
customers and devise strategies to deliver. Those that win in 2020 are the ones who WHAT’S IN A NAME?
begin preparing today.
In this report, there are various terms
This is the driving premise behind Customers 2020 – an insightful, thought-provoking commonly used by customer experience
professionals. Here is how these terms are
study designed to reveal the customer experience industry of the future. What will
used in this report:
customers demand? What customer intelligence will be most critical? How should
this information be effectively managed and used? What new roles will customer CUSTOMER: Those who buy products
and services directly from the OEM or
experience professionals and their teams play?
indirectly through a Channel Partner.
Walker collaborated with CustomerThink and the Chief Customer Officer Council to
CUSTOMER EXPERIENCE: Strategic
conduct a robust study, which included in-depth interviews, roundtable discussions, initiatives focused on creating a
and an online survey. Walker collected and synthesized input from nearly 300 competitive advantage by delivering
customer experience professionals from large, multinational B-to-B organizations, optimal experiences to customers.
representing a range of industries. CUSTOMER LISTENING: Any type of
feedback from customers, including
The Customers 2020 findings provide a clearer picture of what customer experience
surveys, complaint systems, social media,
will look like in the not-too-distant future. In this report, Walker takes the message one and meetings with their account team.
step further, illuminating the evolutions that companies can and should focus on now
to exceed customer expectations in 2020 – and to win. CUSTOMER INFORMATION: A broad
range of customer data, such as financial,
operational, survey data and more.
CUSTOMER INTELLIGENCE: The

integration of customer information for
purposes of analysis and decision support.
SALES AND ACCOUNT MANAGEMENT:

Individuals and teams, including Channel
Partners, who manage the customer
relationship.

PREPARING FOR THE
FUTURE – A SUMMARY
At Walker we see the customer experience industry going through rapid change. Not
only do we want to understand and anticipate this change, we want to impact it.
This report highlights the changes we’re seeing.
CUSTOMERS WILL DICTATE THE EXPERIENCE: Customer expectations in the future
are the outcome of movements that have been underway for decades. Changes such
as the explosion of digital, the empowered customer, and the acceleration of innovation
are having a profound impact on customer expectations. The customer of 2020 will be
more informed and in charge of the experience they receive. They will expect companies
to know their individual needs and personalize the experience. Immediate resolution
will not be fast enough as customers will expect companies to proactively address their
current and future needs.
COMPANIES MUST ADAPT OR FAIL: As customer expectations shift, companies

are forced to adapt. Enlightened by what the future has in store, many companies are
already laying the foundation for 2020. Others are stuck in a historical view of customer
experience management and will fall behind if they don’t react soon. To be relevant in
2020, companies must focus on leveraging big data to create a single source of truth
and making customer intelligence accessible throughout the enterprise. Companies must
also consider “insight generation” as a sales enablement function and emphasize
proactive and personalized customer support to effectively grow and retain customers.
CAPITALIZING ON THE CUSTOMER REVOLUTION: The B-to-B companies that will

win in 2020 are beginning to prepare now by:
✓ Recognizing the shift that’s taking place: Customer expectations are changing,
and companies need to recognize these changes and evolve, with emphasis on
leveraging big data and advanced analytics to personalize the experience and
anticipate current and future needs.
✓ Aligning the right resources: Enlightened companies must view the customer
experience as a strategic, C-level initiative. In the future, the responsibility of a “chief
customer champion” will become more common, serving one purpose – to create an
unrelenting focus on the customer throughout the enterprise.
✓ Focusing on the right metrics: What gets measured gets managed, and what is
being measured today will evolve to meet customer needs of the future. Today,
many customer-focused metrics such as Net Promoter™, satisfaction, and loyalty
are narrowly focused on solicited feedback from surveys. While solicited input will
continue to be used, companies will progress to include a more holistic measurement
of customer engagement.

CUSTOMERS
WILL DICTATE
THE EXPERIENCE
CUSTOMERS
2020
THE B-TO-B ENVIRONMENT WILL BE

MORE COMPLEX WITH KNOWLEDGEABLE
CUSTOMERS DICTATING THE EXPERIENCE.
For those involved in the customer experience industry, it doesn’t take long to learn
that the B-to-B environment is unique. Unlike business-to-consumer, there are no
impulse buys or end-of-season clearance sales. It’s not about merchants designing
bold, eye-catching store displays to attract buyers. No, B-to-B is entirely different.
With each purchase, B-to-B customers are looking to avoid risk and demonstrate
ROI. On the flip side, sellers are likely to face not one buyer or decision maker, but a
“buying committee.”
Looking to the future, the B-to-B customer relationship will grow in complexity as
customers continue to gain the upper hand and dictate the experience.
IMAGINE IT’S 2020.

HERE’S WHAT YOUR CUSTOMERS WILL EXPECT:
THERE WILL BE NO ROOM FOR STRANGERS. Customers will expect companies to
know their business intimately and personalize the experience.
IMMEDIATE GRATIFICATION IS NOT FAST ENOUGH. Customers will expect

companies to be more proactive, anticipating their current and future needs.
INTERACTING ON THEIR TERMS. Customers will determine the experience they

want and will expect companies to enable that experience through various channels,
including mobile, social, and personal interactions.
CUSTOMERS 2020 / CUSTOMERS WILL DICTATE THE EXPERIENCE
THERE WILL BE NO ROOM

FOR STRANGERS
Well-informed customers will want to do business with companies that know
them and their business intimately, have a clear understanding of where it’s
headed and can design an experience that meets their needs. Customers
will expect a personalized experience.
Today, it’s estimated that companies have 60 to 70 percent of their buying decision
made before a sales representative even walks through the door. Old school even
today, the traditional “sales pitch” will be obsolete in 2020. It simply won’t be needed
because buyers will do their homework. With merely a mouse-click, the Internet makes
information about products, solutions, and individuals readily available. Vendor, company,
and social media websites are chock full of case studies, product comparisons, best
practices, and personal profiles. The Internet’s position as an essential resource for
companies making purchasing decisions will only rise in prominence by 2020.
WHO IS YOUR CUSTOMER

WHAT’S REQUIRED TO MEET THE EXPECTATION? IN 2020?
It all starts with understanding that empowered customers in 2020 will demand a new
SAVVY AND HIGHLY INFORMED
level of “customer obsession.” They will expect companies to know their business More and more customers are turning to
inside and out and use their knowledge to design products and services that create the Internet to find the latest information
a “frictionless” experience. To do this companies must: on products, solutions, and best practices.
In 2020, you’ll be dealing with customers
• Engage in a collaborative, consultative relationship with customers, serving as who are more informed and operating
an advisor from a far superior base of understanding.
The customer will know more and will
• Capture more information, including how the company operates and where it is expect you to know more too.
headed in the future
MORE OF AN “ECOSYSTEM”
• Know more about the individual interests and personalities of those involved in the THAN INDIVIDUALS
We’re seeing evidence of this today. More
purchasing committee
stakeholders – a buying “ecosystem” –
• Use their knowledge to inform decisions, including how to design products, how to are becoming involved in purchasing
decisions. A broader constituency
optimize the selling process, and how to support customers throughout the lifecycle
means new and different priorities. The
companies that will be most successful in
this new arena are those that understand
each customer’s ecosystem and cater to
the various needs represented.

WHERE IS YOUR COMPANY INVESTING TO MEET THE
CHANGING NEEDS OF CUSTOMERS?
UNDERSTANDING INDIVIDUAL
62% CUSTOMER CHARACTERISTICS
SIMPLIFYING PRODUCTS
58% AND PROCESSES
WHAT WE HEARD
When we asked customer experience professionals which three actions or investments
will have the greatest impact on customers, two areas emerged. Nearly two-thirds
selected investments focused on understanding individual customer characteristics,
such as individual needs, challenges, and future direction. Fifty-eight percent selected
initiatives focused on simplifying products and processes.
WALKER’S TAKE
As customers begin to demand a more personalized experience, companies are forced
to learn more about the customer and integrate this knowledge into the experiences
that customers have with the products and services.
“
“When I talk to customers, they want us to know the fingerprints and forensics of what they have been through.”
— Vice President, Customer Support Services, Network Storage Company

IMMEDIATE GRATIFICATION
IS NOT FAST ENOUGH
Customers will want to do business with companies that keep them on their toes
and are always one step ahead with solutions for tackling the next problem or issue.
Customers will expect more than real-time.
The speed of innovation continues to accelerate, shortening the product lifecycle.
Customers no longer buy products that withstand decades. They buy products and
expect them to be updated as their needs evolve. In order to retain customers,
companies must continually anticipate needs at each stage of the customer lifecycle
and proactively respond.
Being proactive isn’t just about R&D or product development. It relates to every aspect
of the customer journey. As hockey legend Wayne Gretzky once said, “I skate to where
the puck is going to be, not where it has been.” To rise above the competition in 2020,
capitalizing on the same kind of foresight and intuition Gretzky describes will be
extremely important. In the most agile and prepared companies, marketing will seek
to anticipate the future needs of the market to craft branding strategies and campaigns
that create awareness. Sales teams will seek to know where their customers are
headed and anticipate what they’ll need in the short-term and long-term to deliver
client success. Customer service will need to know enough about the customer to
anticipate issues and proactively engage in a resolution.
WHAT’S REQUIRED TO MEET THE EXPECTATION?

Customers will appreciate futuristic thinking, new knowledge, and insightful solutions.
To satisfy customer needs companies will seek to:
• Leverage big data to be proactive and offer new insight – “Tell me something I don’t
already know.”
• Use the knowledge from sophisticated, early adopters to guide others through
the lifecycle
• Leverage predictive analytics in more creative and specific ways
• Design and implement decision support systems that are based on customer
intelligence, analytics, and subject matter expertise

HOW MUCH EMPHASIS DOES YOUR COMPANY PLACE
ON THESE METRICS – TODAY AND IN 2020?
METRICS DESCRIBING METRICS DESCRIBING
WHAT HAPPENED WHAT CUSTOMERS INTEND
IN THE PAST TO DO IN FUTURE
100%
8%
100%
2%
13%
15%
75%
32% 75% 49%
46%
50% 50%
83%
60% 36%
25% 25%
41%
15%
0% 0%
TODAY 2020 TODAY 2020
A Lot Some Not Much
WHAT WE HEARD
Companies put a great deal of emphasis on metrics, such as operational or financial
data, that explain what happened in the past. While these descriptive metrics will
continue to be important, companies will place greater emphasis on more predictive
metrics that come from forecasting and predictive analytics.
WALKER’S TAKE
This shift in metrics is driven by the need from executives and business leaders to have
a more predictive business model that anticipates future customer behaviors. Big
data and predictive analytics will be used to help guide many areas of the business,
including sales and marketing, account management, and product development.
“
“We must be able to predict what the customer wants next. Today, it is more reactionary, after the fact. In 2020,
customers will expect firms to be ahead of them, knowing what they need before they themselves have shown
the need.”
— Founder, Communications Company

INTERACTING ON
THEIR TERMS
Customers will want to do business with companies that provide a consistent,
informed and superior experience across all channels of communication, taking
into consideration that customers will have different preferences. Customers
will expect to interact using their preferred method.
Successful customer relationships require varying degrees of high-touch, personal
contact. While this aspect is not likely to change in 2020, the Internet and emerging
technologies constantly open up new channels for communication. Companies today
and in the future are forced to use multiple platforms like phone, email, text, social and
chat to keep customers informed. Not surprisingly, customers will prefer one platform
over another based on a variety of reasons such as age, temperament, or whether
they are early adopters of new technology.
Additionally, customers will seek to interact with each other to share knowledge, best
practices, and insights. They’ll expect companies to facilitate this process using a
variety of methods, including email, online communities, user conferences, video, and
in-person meet-ups.
WHAT’S REQUIRED TO MEET THE EXPECTATION?

Complexities inevitably exist in managing different methods of interaction. Information
must be consistent across channels to meet customer needs. Customers will expect
companies to:
• Have a presence on each of the interaction platforms
• Ensure messaging and the customer experience are consistent across

communication platforms
• Develop new ways to connect customers with each other for the benefit of
knowledge-sharing
• Consistently communicate insights from across communication channels to customer

teams

COMMUNICATION CHANNELS – TODAY AND IN 2020?
LIKELY TO USE OFTEN TODAY LIKELY TO BE USED OFTEN IN 2020

EMAIL 77% ONLINE COMMUNITY 68%
PHONE 76% SOCIAL MEDIA 63%
IN-PERSON 57% CORPORATE WEBSITE 61%
CORPORATE WEBSITE 42% EMAIL 58%

WEB MEETINGS 18% WEB MEETINGS 46%
CUSTOMER EVENTS 18% PHONE 43%
ONLINE COMMUNITY 13% IN-PERSON 42%
SOCIAL MEDIA 12% VIDEO CONFERENCING 40%
TEXT/SMS 9% TEXT/SMS 35%

ADVISORY BOARDS 8% CUSTOMER EVENTS 29%
VIDEO CONFERENCING 7% ADVISORY BOARDS 24%
0% 20% 40% 60% 80% 0% 20% 40% 60% 80%
WHAT WE HEARD
Today, the majority of B-to-B customers use higher-touch methods, such as email,
phone, and in-person methods to interact. In the future, customers are likely to use a
variety of sources to interact, with the most common being digital methods.
WALKER’S TAKE
One thing is certain. The number of methods customers will use to interact will continue
to expand. Companies must be prepared to deliver a consistent and high-quality
experience across a multitude of communication platforms.
“
“In 2020 we’ll have more electronic interfaces. Customers like human contact, but there is a continuing trend
toward electronic. Customer interactions are going to be more indirect.”
— Market Knowledge Manager, Oil and Energy

COMPANIES MUST
ADAPT OR FAIL
CUSTOMERS
2020
TO BE SUCCESSFUL IN DEALING WITH

EMPOWERED CUSTOMERS, COMPANIES
MUST BE PREPARED TO ADAPT.
The stage is set. Customers in 2020 will know more, expect more and lead the way
in defining their experience. Companies must adapt, and that means considering the
relevance and implications of five key factors.
EXECUTIVES SEEK A SINGLE SOURCE OF TRUTH: Customers will share a wealth
of knowledge across disparate systems throughout the enterprise. Executives will
seek to create the whole truth through the integration of customer insights.
A HUNGER FOR CUSTOMER INTELLIGENCE: As customer information becomes

more than purchase transactions and customer survey feedback, the demand for
customer intelligence will increase.
FROM SOLUTION SELLING TO INSIGHT SELLING: Customers will expect sales

teams to anticipate their future needs and bring new insights that support where they
are headed. Sales enablement will shift from selling solutions to selling insights that
build trust.
CUSTOMER SERVICE IS PERSONALIZED AND PROACTIVE: While customer support

will exist, companies will focus on delivering a personalized and proactive experience.
CUSTOMER SENTIMENT – MORE THAN A SURVEY: Companies will place increased

value on understanding customer sentiment and will expand how this is captured to
include a variety of sources beyond surveys.
CUSTOMERS 2020 / COMPANIES MUST ADAPT OR FAIL
EXECUTIVES SEEK A
SINGLE SOURCE OF TRUTH
To effectively compete in 2020, B-to-B companies must know their customers
inside and out. This breadth of concrete knowledge will lead to a “pure, complete
understanding of the customer” – the whole truth. Using big data to create
a single source of truth, companies can confidently develop proactive
strategies to meet and surpass customer needs.
There are pieces of customer information lurking in every area of today’s companies.
Without a collective view and purpose, organizations within enterprises gather
customer information based on their own individual needs. This volume of data is
difficult to harness, and in many cases, companies don’t have a complete accounting
of all the information that’s available. Additionally, many companies are overloaded
with static data incapable of offering predictive value for the future.
HOW COMPANIES MUST ADAPT:

Establishing a reliable, complete “source of truth” about customers or customer
segments is possible when companies seek out, evaluate and integrate disparate
sources of customer information that exist within the company. Individual pieces of
customer information– such as complaint reports or service records – won’t provide
the complete story. And in fact, relying on just one or two information sources can be
dangerous. Acting as “Truth Seekers” to gain full understanding of where they truly
stand with customers, companies must carefully integrate and analyze all available
information, and if necessary, add new sources to fill crucial gaps.

IMPORTANCE OF INFORMATION SOURCES IN 2020
CUSTOMER
TRANSACTIONS/
PURCHASES
WEBSITE PRODUCT/SERVICE
USAGE
CALL CENTER INFORMATION SOCIAL MEDIA

SOURCES
SALES FORCE
DATABASE SURVEYS
CUSTOMER
ONLINE COMPLAINT
COMMUNITIES SYSTEMS
WHAT WE HEARD
We asked customer experience professionals to indicate how important different
sources of customer information will be in 2020. We heard that virtually every source
of customer information will be important in the future. While growing in use, customer
advisory councils and chat records aren’t seen with as much importance as other sources.
WALKER’S TAKE
The importance that companies place on different sources of customer information
does not have much variation, indicating that companies will use a variety of
information. In order to create a holistic view of the customer, companies must look
for ways to integrate the knowledge that they learn from the various sources to guide
decision making.
“
“We ultimately need a 360-degree view – social media, call center, different constituents plus how the market
as a whole is thinking.”
— Director, Marketing Research, Medical Insurance

A HUNGER FOR
CUSTOMER INTELLIGENCE
To promote and foster a customer-centric strategy, all areas of the company must be
aligned – executing their individual roles to improve the total customer experience.
Access to robust, targeted customer intelligence will be essential.
If we define “customer intelligence” as the integration of all sorts of customer
information for analysis and decision support, there’s little doubt the value of customer
intelligence will rise by 2020. Today, client-facing organizations, such as sales,
account management, and support, are acutely aware of the importance of customer
intelligence, with most relying on it to fuel account planning and management. But
what about other areas of the company? Too often, we find that only a handful of
departments are gathering customer information and using customer intelligence
effectively to meet customer needs.

If companies are to succeed in a new era in which empowered customers have
loftier expectations, virtually every aspect of the business must determine how
HOW HR CAN BENEFIT FROM
they contribute to elevating the customer experience. This includes sales, channel
management, customer service, order fulfillment, product innovation, HR, and finance. CUSTOMER INTELLIGENCE
Customer intelligence must facilitate this. Analyzing relevant customer information will Some might question how HR could
help all business areas pinpoint how and where they can make a difference. benefit from customer intelligence. Here
are a few ways:
In 2020, nearly every side of the business should be using customer intelligence to
• Recruiting: A deeper understanding of
align with customer-focused strategies, and companies must design an enterprise-
customer needs influences hiring for
wide system for associates to efficiently access the intelligence for their individual use. client-facing positions.
Enabling the system to be “self-service” will allow the broader audience access to the
customer intelligence they need, when they need it. Remember, the goal here is for all • Onboarding: Getting to know a
company means gaining knowledge
areas of the business to use customer intelligence effectively to improve the customer
of its customers: their sentiment, how
experience from their point of influence. they use products and ways they get
involved.
• Performance Reviews: Factoring

customer intelligence into performance
reviews can help ensure performance
plans are consistent with customer
needs and expectations.

HOW WILL THE DEMAND FOR CUSTOMER INTELLIGENCE
CHANGE IN 2020?
96%
INCREASE
4%
STAY THE SAME
WHAT WE HEARD
Customer experience professionals anticipate an increased demand for customer
intelligence in the future.
WALKER’S TAKE
As companies begin to figure out how to leverage big data and advanced analytics
there will be an increased demand for customer intelligence. All pockets of the
organization will seek customer insights to inform business decisions. In order to serve
a broader audience, companies must develop intuitive systems that will make the right
information accessible throughout the enterprise.
“
“We’ll have tentacles into more layers of the organization…getting it is one thing, but understanding it is another.
We’ll need the resources for this.”
— Director, Global Logistics Initiatives, Telecommunications

FROM SOLUTION SELLING

TO INSIGHT SELLING
To retain customers and grow, companies must enable their direct and indirect
sales teams to meet new demands and challenges. Too often, companies today
are attempting to win and keep customers by focusing on solutions. In 2020,
“insight selling”– offering customers the “big ideas” and vision they
need to skillfully face the future – will be required.
The time has come when entire companies must align with the primary objective to win
and keep customers. Sales enablement is essentially an enterprise-wide call to action
in which each area offers resources to help accelerate growth and retain customers.
We see this today when marketing nurtures leads and taps into new markets. Product
innovation teams deliver new offerings that attract new customers and encourage
existing customers to upgrade to the “next big thing.”

Arming direct and indirect sales teams with relevant case studies or suggestions to
share with customers facing the same circumstances is a common strategy today.
But, in the future companies must extend this by engaging subject matter experts
to augment the knowledge and insight customers say they want and need.
More fundamentally, sales teams must learn a dramatically different approach to

keep pace with heightened customer expectations. Insight selling, which will replace
solution selling, mandates sales representatives know more about their customers,
including the inner workings of their business and how to help them succeed in the
future. This helps ensure they can capably and effectively challenge a customer’s way
of thinking to add value and strengthen the relationship. In addition to new forms of
sales training, companies must also consider the inherent skills necessary to succeed
in selling. Hiring individuals with business acumen who are creative, organized, and
have a proven track record of managing complex relationships will be necessary.

SUCCESSFUL SELLING – TODAY AND IN 2020
SALESPERSON TODAY
“What effect does this problem have on your business?”
“Can you tell me more about your company?”
“What is your budget?”
“What problems are you trying to solve?”
SALESPERSON IN 2020
“Given your situation, you should expect [insert specific problem].
I suspect you’re already seeing signs of this.”
“Are you aware of [insert change in the market] that is impacting

customers like yours?”
“If you don’t look into this today, you can expect [insert problem]
in the future.”
WHAT WE HEARD
B-to-B customers increasingly want to rely on companies as trusted advisors and
business partners and often say, “Bring us the big ideas, the ones that will be more
transformative for our business.”
WALKER’S TAKE
Solution selling involves seeking information to understand the situation and bring
a comprehensive solution to address a problem. It emphasizes asking a series of
questions to understand the situation and obtain a clear view of the problem and its
impact. Sales enablement in 2020 will arm sales reps and account managers with
insights, unknown to the customer, that will help the customer avoid future problems
or proactively deal with a change in the market.
“
“I think we will need to know more about what is next, and they want to give input on what is next. We are focused
on fixing the experience today, but they want to see where the experience goes.”
— Vice President, Quality and Customer Advocacy, Hardware

CUSTOMER SERVICE IS
PERSONALIZED & PROACTIVE
To adequately serve customers and enable the sales function, customer support
must ascend beyond “one size fits all.” Providing valuable support means
knowing nearly as much about the customer as the sales team does and
tailoring support activities accordingly.
Characterized by the traditional call center, customer support is considered by many
to be primarily reactive. The customer calls in with a question, you answer it. If there’s
a problem, you solve it. In the future, customer support will be much more proactive.
Even today, some companies are beginning to provide support that’s more customer-
centric, intelligent and customized. Others are revolutionizing the idea of support by
offering creative alternatives for customers to connect with one another.

New technologies and IT solutions will help companies design robust, customer-
focused support in 2020 and beyond. Companies must seize opportunities to
make customer support more proactive. This can be accomplished in a multitude of
ways, including implementing more efficient call routing based on a customer’s past
support history, tailoring customer communications and using available information to
anticipate customer needs.
Companies must also think outside the box – or more appropriately, outside the
call center – when it comes to customer support. More companies are beginning to
understand the importance and value of initiating ways for customers to network and
learn from each other. Customer councils, user communities, discussion forums, and
user groups offer opportunities for customers to interact and share best practices with
each other; solving problems before they occur. Customers see tremendous value in
learning from peers, and it’s often difficult for them to organize such encounters on
their own.

UTILIZING ONLINE CUSTOMER COMMUNITIES IN 2020
68%
I N D I C AT E C U S TO M E R C O M M U N I T I E S
WILL BE UTILIZED FREQUENTLY IN 2020
COMPARED TO ONLY 13% TODAY
WHAT WE HEARD
Customer experience professionals are anticipating a significant increase in the use
of online communities. When asked how often customers use online communities
to interact today, only 13 percent said their customers use this source often. Fast
forward to 2020 and 68 percent of customer experience professionals anticipate
customers will often use online communities.
WALKER’S TAKE
In an effort to serve customers in the future, companies will emphasize and take
responsibility for facilitating networking among its customers. To do this, they will
leverage technology to connect customers with each other so they have direct access
to best practices and knowledge sharing.
“
“We will be creating communities for every product group, with a more targeted view of different segments than now.
For Enterprise, our current customer communities will evolve to be much more about best practices; less about selling.”
— Senior Business Operations Leader, Software

CUSTOMER SENTIMENT –
MORE THAN A SURVEY
Customer sentiment, or feelings that customers have about their interactions,
will increase in value as companies look to differentiate based on the experience
they deliver. Knowing what customers think about their experiences is essential
to answering the “why” questions posed so often by executives. Companies
often know what happened, but the struggle is understanding why it happened.
Answering “why” is the key to changing the outcome, which is where
customer sentiment plays an important role.
USING SENTIMENT FOR
However, one thing is certain; gathering customer sentiment will become increasingly SALES TARGETING
complex. Customers share their thoughts and feelings in a variety of ways, including
A large technology company’s sales
complaint systems, social media, through their account team, and surveys. Methods division wanted to develop predictive
of gathering these perceptions will evolve with emphasis on effective listening to the profiles to identify good targets for high
existing sources and proactive requests for input. dollar sales. With the end goal being a list
of customers who are likely to become
large spenders, a four-stage analytic plan
was developed.
HOW COMPANIES MUST ADAPT: 1. Step one was to classify accounts

based on revenue and customer input.
Today companies primarily rely on surveys to collect and understand customer The outcome of this step was a list of
sentiment. In the future, in order to fuel sales and support activities, proactive requests two groups – the wins and no-wins.
for customer feedback will evolve. Companies must be prepared to let go of the 2. The next step was to profile the two
groups. This revealed the common
traditional survey and embrace its new definition. Surveys of the future will be shorter,
characteristics among those in the win
focused on specific topics and targeted to particular customers.
and no-win groups.
In the future, customer sentiment will take on a more holistic perspective. In addition to 3. The third step was to build a predictive
proactively requesting customer input, companies will make better use of the existing model. This step identified the
customers in the no-win category who
ways in which customers share their thoughts and feelings. Companies will seek to
looked as if they should have a win.
create systems for sales and account management teams and support representatives This group became the target group.
to share “on-the-spot” feedback, and they will focus on capturing, integrating, and
4. The final step included a profile of
analyzing the input from a myriad of sources. the target group. This step, while not
seemingly necessary, provided insight
into why these customers had not
already engaged at a high level. It
revealed customer sentiment played
a key role in explaining why these
customers had not yet purchased.

HOW IMPORTANT ARE THE FOLLOWING TO YOUR BUSINESS
STRATEGY – TODAY AND IN 2020? AVERAGE OUT OF 100 POINTS
50
43
37
34
20
16
EXPERIENCE PRODUCTS PRICE EXPERIENCE PRODUCTS PRICE
TODAY 2020
WHAT WE HEARD
Today, B-to-B companies focus primarily on differentiating themselves through the
experience they deliver to customers. This strategy will grow in importance, while
differentiating on products and price will become less important.
WALKER’S TAKE
As the pace of innovation continues to accelerate, companies will put more emphasis
on the experiences they deliver to their customers to create a competitive advantage.
In order to guide these strategies and measure progress, companies will need to
understand customer sentiment and will look to create systems that can leverage
existing sources of customer feedback and will embrace a new definition of the survey.
“
“Small snippets of information need to be captured in the moment when the event is happening – a pop-up of three
questions rather than a 40-question annual survey. Everyone will have less time, so you’ll have to do it in the moment.”
— Senior Director, Market and Business Intelligence, IT Distributor

CUSTOMERS
2020
CAPITALIZING ON
THE CUSTOMER
REVOLUTION
WILL YOU BE READY?
CUSTOMERS 2020 / CAPITALIZING ON THE CUSTOMER REVOLUTION – WILL YOU BE READY?
A CUSTOMER REVOLUTION
IS TAKING PLACE
Nearly every facet of the customer experience function will expand, bringing more transparent evidence
of value and more precise direction for driving results throughout the enterprise. Here’s how customer
experience is set to evolve:
FROM TO
RECOMMENDATIONS ROI
While gathering customer data and delivering relevant of responsibility one step further. To be truly effective,
results will retain its fundamental importance, the role customer experience professionals must take advantage
of the customer experience professional will become of, or seize opportunities to put in place strategies that
far more strategic as 2020 nears. It’s clear that in will deliver value back to the customer and shareholders.
addition to offering recommendations for customer-
With more initiatives in place across the enterprise,
focused activities, customer experience professionals
charting progress and assessing value becomes
will be called upon to oversee action planning, tracking
extremely important. Customer experience professionals
progress, and measuring results.
will be compelled to identify and collect all the ways
To illustrate this transformation, the customer customer-focused programs contribute to growth and
experience professional’s primary objective will shift profitability. This is a dramatic shift from the rather loose
from “sensing” to “seizing.” If “sensing” is described as linkages made to the “value” of customer experience in
listening to customers, knowing the marketplace and the past. Executives will expect hard, direct evidence of
anticipating the road ahead, “seizing” takes the scope how customer experience is impacting the bottom line.
FROM TO
SPOKEN COMMITMENT BEHAVIORAL COMMITMENT
Customer feedback will continue to be an important they are with the company. Do they regularly purchase
tool in conceiving and implementing customer-focused products? Do they attend company-sponsored events
strategies. However, as 2020 approaches, customer or read the monthly newsletter? Are they an early
experience professionals must think more about the adopter or involved in product development initiatives?
role behaviors – specifically purchase patterns, Will they agree to sit on an advisory board or refer your
engagement and participation – play in retaining company to others? The answers to these questions are
and growing customer accounts. all valuable inputs in defining customer engagement and
will play a far more significant role in the future.
In addition to determining if customers “strongly agree,”
companies must measure behaviorally, how involved

FROM TO
INFORMATION DELIVERY ENTERPRISE ACCESSIBILITY
Communication planning and delivery is a large part intelligence. Gone are the days of searching for and
of any customer experience professional’s role. Today, sorting through sources of information to find what’s
many make decisions about who should get what needed. These specially designed systems must be
information and then push it out to those pre-determined intelligent enough to deliver the specific, relevant
groups. This practice implies the audiences receiving insights each organizational function needs to advance
customer information is limited. In the future, as their strategic and tactical plans.
demand for customer intelligence increases across the
enterprise, it will be necessary for this information to be The move toward “enterprise accessibility” also means
widely accessible and easier to retrieve. making the company’s customer initiatives visible and
To meet this new objective, customer experience accessible. At any given time, anyone in the enterprise –
professionals must create smart, user-friendly from the C-suite on down – should be able to view
systems that enable departments to access customer ongoing plans and their progress.
FROM TO
REARVIEW MIRROR PREDICTIVE AND PRESCRIPTIVE
“Looking back” is inherently a part of customer where do we expect issues to arise, and how can we
listening. Customer information is chock full of proactively address these now?” With the progression
historic data – what’s happened with customers, what of advanced analytics, customer intelligence can and
problems occurred and how customers felt about those should act as an advanced early-warning system – not
experiences. Relying too heavily on this “rearview” just for rescuing individual accounts, but to predict
perspective puts customer experience professionals in where opportunities lie.
a constant reactive mode – identifying past or current
trouble spots and then reacting. Customer intelligence must also become more
Historic data certainly has its place, and in 2020 it will prescriptive. Customer experience professionals must
be to help predict where problems may arise in the consider how to make insights more tangible and
future. More often, customer experience professionals actionable by coupling advanced analytics with subject
will ask questions like, “Based on what we’ve seen, matter expertise to prescribe actions.
FROM TO
SURVEY DESIGN INSIGHT ARCHITECTURE
Even today, customer listening encompasses far must shift their priority from simply implementing
more than just surveys. With the proliferation of surveys to creating a results-oriented customer insight
new communication channels, numerous sources of architecture that considers both customer perceptions
customer information now exist. Companies can find and behaviors.
out how customers feel about products and services;
how and why they transact with the company and how With an insight architecture, all sources of customer
they feel about those transactions. To gain value from intelligence are known and insights are brought together
all points of contact – and use them to drive customer- in one cohesive plan or map to guide the company’s
focused decisions – customer experience professionals customer strategies.

A FORCE FOR CHANGE

Clearly, customer experience professionals will see the scope of their work broaden in
the coming years. More and different responsibilities will require new skills and
people to accomplish the necessary tasks. In smaller organizations individuals
will need to wear a number of different hats – some strategic, some technical, and
some focused on awareness or driving change. In larger organizations, individuals
will specialize in particular roles and teams will emerge to support an increasingly
effective infrastructure for companies to excel through customer-focused strategies.
We see the following roles emerging to address the demands of the future:
CHIEF CUSTOMER CHAMPION

Regardless of title, there must be someone in the organization – reporting to the CEO
or another top executive – charged with creating a relentless focus on the customer
throughout the enterprise.
His or her primary objective is to drive customer retention, growth, and profitability by
creating engaged customers. The chief customer champion will lead cross-functional
teams focused on prioritizing customer initiatives, aligning the right resources to
priority areas, tracking the execution of plans, and implementing change that improves
company performance. The champion will also manage resources that are focused on
creating an infrastructure to support awareness, understanding, and use of customer
intelligence throughout the enterprise.
IDENTIFIED C-LEVEL EXECUTIVE WITH RESPONSIBILITY FOR

CUSTOMER EXPERIENCE
100%
75% 81%
50%
25% 39%
0%
TODAY 2020

STRATEGY TEAM
Directed by the chief customer champion, there is a cross-functional strategy team that
is responsible for prioritizing initiatives, allocating the appropriate resources, tracking
progress on action plans, and communicating initiatives and progress to customers
and employees.
The team consists of individuals from the key customer experience areas, which are
typically sales, account management, channel management, support, product, and
logistics. Representatives from these groups should have the authority to launch new
initiatives and know what it takes to get improvements accomplished.
To ensure success, a charter stating the business objectives and roles and
responsibilities will be developed. The business objectives should include financial
measures, such as increased retention or growth measures, in addition to improving
customer-stated perceptions. In order for the strategy team to be effective, the
team will hold regular meetings (at least quarterly) to share and review progress on
initiatives. In addition to regular status meetings, there will be bi-annual meetings
focused on reviewing any new or emerging problem areas to ensure the strategic
roadmap still aligns with customer needs.
CUSTOMER INTELLIGENCE ADVOCATES

The demand for customer intelligence will increase and there will be a need for
increased communication to ensure a unified focus on the customer.
Customer advocates will ensure customer information is not duplicated, meaning they
will not ask customers what they should already know, and the right areas are using the
right customer intelligence. These professionals will be responsible for supporting the
use of customer intelligence within their part of the business, which will be increasingly
broad – internal operations, such as HR and finance, product groups, such as R&D and
product development, and client-facing roles, such as sales and account management.
It will be common for each functional and geographic area to have at least one individual
assigned to be the customer evangelist for that group serving as both an advocate and
a communicator. These individuals will be equipped with reliable sources of customer
intelligence and associated action plans. They will support the way customer intelligence
is used within their business area by promoting its use and its impact.

A FORCE FOR CHANGE
INFORMATION ARCHITECT
The management of data becomes vital as customer information comes from a wider
variety of sources and more areas of the company rely on it. To accommodate the
needs of a diverse audience, the information architect will be an important role.
To ensure the effective use of customer-focused metrics throughout the enterprise,

IT support will be needed for two activities – to align disparate sources of customer
information and to create an infrastructure for enterprise-wide accessibility. While this
resource might not report directly to the chief customer champion, the champion will
have the authority to influence IT-related initiatives. Therefore, the champion should
maintain a close relationship with the CIO.
DATA SCIENTIST
Executives will continue to see a more reliable forecast of the future, and business
leaders will strive to optimize the way they anticipate customer behaviors. To be
successful, the skills of data scientists will be tapped to interpret data to improve
decision making.
Data scientists will lead the way in determining how companies can best leverage
multiple sources of information to predict customer behaviors and perceptions and will
work with subject matter experts to use these predictions to prescribe action. Turning
big data and predictive analytics into practical and useful sources will be the charge of
the data scientist.
TOP ACCOUNT SUPPORT

In the B-to-B world, Strategic Accounts deserve to be treated as high priority. The
chief customer champion will play a key role in this by ensuring the organization
understands the unique needs of its top accounts and has the right support ecosystem
to build trust and loyalty at every level of the organization.
More specifically, the champion will have resources aligned with the account planning
process. These resources will share customer intelligence related to individual
accounts, will review account plans to ensure customer needs are addressed, and
will track the execution of account plans. In addition, because this resource will have
oversight of top accounts, they will share best practices and approaches that have
been used and will look for systemic issues across top accounts.

ENGAGEMENT CREATOR
Getting and keeping customers engaged will be a strategic initiative for B-to-B
companies in the future and companies should plan to assign resources to develop
this engagement.
Customer engagement comes in many different forms, including how customers use
the products, their sentiment, participation in events and other activities, and how
engaged they are with the competition. The role of the engagement creator will deliver
two primary benefits. First, customer engagement and collaboration will help prioritize
and guide strategic initiatives resulting in greater return. Second, by connecting
customers with each other, they will share best practices and offer support, lowering
the cost-to-serve and increasing the value customers receive.
YOUR FORCE FOR CHANGE …YOUR WAY

In reviewing the roles we’ve outlined, it’s important to remember that every
company’s customer experience team will be different and customized based
on the organization’s size, priorities and needs. Position titles and reporting
structures can be flexible and should be tailored to fit meaningfully within the
company. For example, some companies may centralize functions, while others
may choose a more decentralized approach. Either can work, if consistent focus
on the customer is preserved.

A HOLISTIC
CUSTOMER METRIC
As 2020 approaches, companies will look for a way to tie all of their customer RELATIONSHIP BETWEEN
ENGAGEMENT AND SPEND
information together into a clear, understandable measurement of customer
engagement. More and more, companies are seeking a clear-cut customer metric HIGH
that predicts future behaviors for all customers, not just those filling out surveys.
CUSTOMER SPEND
We believe a customer engagement metric will soon begin playing a significant role
in demonstrating the value of customer experience initiatives and ultimately will be
viewed at the highest levels as a leading indicator of growth.
The rise of a customer engagement metric can be attributed to a variety of factors. First,
LOW HIGH
companies, especially larger ones, are beginning to acknowledge that they can no
ENGAGEMENT
longer sustain performance simply by releasing new products or innovations. Success,
they recognize, requires building partnerships with customers.
Second, for most companies, corporate-level metrics, such as revenue growth and
market share are reported in aggregate, often lacking specific insight. For example,
it’s possible to show revenue growth while market share is declining. In the future,
executives will demand customer-level metrics, such as the percent of customers
whose book of business grew. Customer experience professionals will seek to predict
such growth using tailored customer engagement metrics.
Finally, in dealing with customers who are more empowered than ever before, many
companies are discovering – and rightly so – that there is considerable advantage in
knowing your customer better than your competition does. The customer engagement
metric helps achieve this.
WHAT DEFINES ENGAGEMENT?

Unlike the common customer metrics frequently used today (think customer
satisfaction, loyalty and Net Promoter™), the customer metrics of the future will be
highly customized and targeted on how “engaged” a customer is with a company.
For most organizations, the ideal definition of customer engagement is based on
four factors – product usage, sentiment, involvement, and competitive status. A lack
of measures in any of these four areas should not prohibit a company from measuring
some form of customer engagement, using information that is reliable and available.

PRODUCT USAGE
Companies will want to explore from all angles how customers use their products.
Information that will be helpful in determining product usage includes:
• Product penetration: The range of products purchased or installed.
• Product depth: The extent to which the product is being fully utilized.
• Product breadth: The number of people engaged in using the product.
• Product frequency: The frequency with which the product is being used.
• Product lifecycle: What stage is the customer at in the product lifecycle and are they
willing to be early adopters?
• Product purchase patterns: The frequency with which product purchases are made.
• Product fit: The degree whith which products are used in higher-margin businesses.
SENTIMENT
Of course, surveys are one source of customer sentiment, but as discussed, companies
should also consider other sources. With sentiment, we’re interested in understanding
the feelings and attitudes that customers hold and should look at:
• Frequency – How often does the customer provide feedback? Once a month, once a year?
• Volume – How much time does the customer spend offering feedback?
• Magnitude – Are their thoughts and feelings positive or negative?
INVOLVEMENT
In determining the level of involvement, companies should consider ways that a
customer participates in the firm’s business. The emphasis on involvement is customer
activity, independent of their thoughts and feelings. Indicators of involvement could
include the following:
• Does the customer attend or speak at company-sponsored events?
• Is the customer willing to serve as a reference or give a referral?
• Has the customer participated in a case study?
• Does the customer follow the company on Facebook or Twitter?
• Does the customer collaborate with you to co-create solutions?
COMPETITIVE STATUS
In addition to determining how engaged your customers are with you, it’s also important
to know how engaged they are with your competitors. While assessing share of wallet
Unlike the common is helpful, “competitive status” is defined here as attitudinal.
customer metrics Measurable elements of competitive status include:

• Difficulty in replacing or substituting products.
frequently used today, • Is the customer currently purchasing from a competitor? Who is the primary supplier?
the customer metric Arguably, competitive status is the most challenging factor to measure, and may be
of the future will be missing – at least in the beginning. Informal methods of gathering such information
include asking account teams for their perceptions and “listening” to customers
highly customized. through social media to see if competitors are mentioned.

CUSTOMERS
2020
CUSTOMERS 2020 / ABOUT THE STUDY
ABOUT
THE STUDY
The Customers 2020 study was conducted by Walker Information to explore how
B-to-B companies must adapt and evolve their customer experience initiatives to
meet the changing expectations of customers. Contributors include CustomerThink
and the Chief Customer Officer Council. Walker maintains sole responsibility for
the research and the recommendations set forth. Walker executed the information CustomerThink is a global online
gathering activities, conducted the analysis, and wrote the report. The findings and community of business leaders striving
to create profitable customer-centric
views expressed herein are Walker’s and do not necessarily reflect the views of the enterprises. Each month, the site reaches
other contributors. 200,000 subscribers and visitors from
200 countries via email, RSS, LinkedIn
and Twitter. CustomerThink currently
Our research is reflective of three initiatives: serves over 80,000 visitors per month.
Main areas of coverage include
• In October 2012, Walker conducted roundtable discussions with 31 business leaders Customer Relationship Management,
and customer experience professionals. Their views reflect large, global B-to-B Customer Experience Management
companies from a range of industries. and Social Business. This is the place
to learn about every facet of customer-
• In-depth interviews with 35 executives, including CEOs, executive vice presidents, centric business management. For more
and senior directors were conducted to explore the common themes that emerged information about CustomerThink, visit
www.customerthink.com.
from the roundtable discussions. The discussions focused on how customer
expectations are likely to change in 2020, what companies need to do to meet
customer needs in the future, and how customer experience professionals
must evolve.
• A quantitative survey was conducted with 204 customer experience professionals

to validate the findings from the in-depth discussions. They represent a range The Chief Customer Officer Council
of industries, company size, and titles with responsibilities for supporting the shares ideas, concerns, and builds
development of customer strategies. best practices to help customer
executives avoid experimenting at
The research team included Patrick Gibbons, Jeff Marr, Sonya McAllister, Leslie Pagel, customers’ expense as they drive more
and Troy Powell. The lead author for the report was Leslie Pagel and Jill Jansen served profitable customer behavior, create
as editor. Dan McCormick was responsible for the design and layout. powerful, customer-centric cultures,
and drive sustainable business results.
Our sincere thanks go to CustomerThink, The Chief Customer Officer Council, and all Members benefit from one-of-a-kind
the individuals who shared their time and thoughts. peer interaction, the annual CCO
Summit, executive briefings, research
and resources, and more. For more
information on the Chief Customer
Officer Council, visit www.ccocouncil.org.

ABOUT
WALKER
Walker is a customer experience consulting firm. We specialize in helping today’s
business-to-business companies build and maintain a competitive advantage by
delivering an exceptional customer experience. Our team of senior consultants
averages more than 20 years of experience and they deliver a wide range of
services to meet and exceed our clients’ objectives.
And it works – Walker clients outperform the market by more than six to one!
WALKER’S SOLUTIONS AND SERVICES

No two companies are alike, so we collaborate with each client to understand their
business, focus on their objectives and deliver the right combination of services to
accelerate their success. No consulting firm can match Walker’s focus on customer
experience and the broad range of solutions and services we deliver, which includes:
• Customer experience assessment programs, which result in execution-ready

strategic roadmaps.
• Journey mapping services to document the customer touchpoints and focus on
“moments of truth.”
• Design of customer “ideal experiences,” targeting problem areas and identifying
opportunities for breakthroughs.
• Collection of customer insights, leveraging a wide range of methods to understand
the perspective of the customer.
• Advanced analytics services to interpret customer intelligence and improve
decision-making.
• A full range of technology services to manage customer data and integrate with
clients’ existing systems.
• Action planning and change management services to prompt transformation
across the organization.
• Education and training services to engage employees and foster a customer-
focused culture.
Learn more about Walker at www.walkerinfo.com.

CUSTOMERS 2020
WALKER
RESOURCES OTHER SPECIAL
REPORTS AVAILABLE
FROM WALKER
WALKER B-TO-B CX SUMMIT

The industry’s only conference focused on the latest and best customer experience
strategies for B-to-B companies. We feature powerful keynote presentations, engaging
workshops, and valuable networking all aimed at sharing best practices to improve
the way companies drive business success. Learn more at www.walkercxsummit.com.
WALKER WEBCASTS
We produce a popular series of monthly 30-minute webcasts on a variety of customer
experience topics. Each webcast is hosted by Walker’s thought leaders. Learn more at
www.walkerinfo.com/knowledge-center/webcasts.asp.
KEYNOTE PRESENTATIONS
Walker’s thought leaders deliver excellent keynote presentations on a wide range of
customer experience topics. Consider bringing a Walker executive to your next big
event.
CUSTOM WORKSHOPS
Walker conducts dozens of workshops for leading companies. Whether you’re
considering a session of two hours or two days, consider hiring the experts at Walker
to help plan and execute your next customer experience workshop.
WALKER KNOWLEDGE CENTER

Walker’s Knowledge Center is an outstanding resource for customer experience
leaders. You have access to informative webcasts, thought-provoking white papers,
powerful case studies, eBooks, and more. Learn more at www.walkerinfo.com/
knowledge-center.

www.walkerinfo.com

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CUSTOMERS

C O NDU CTED IN COLLABOR ATION WITH

2 © 2013 Walker Information

PREPARING FOR THE FUTURE – A SUMMARY . . . . . . . . . . . . 5

CUSTOMERS WILL DICTATE THE EXPERIENCE . . . . . . . . . . . . 6

IMMEDIATE GRATIFICATION IS NOT FAST ENOUGH . . . . . . . . . . . 10

INTERACTING ON THEIR TERMS . . . . . . . . . . . . . . . . . . . . . . 12

COMPANIES MUST ADAPT OR FAIL . . . . . . . . . . . . . . . . 14

A HUNGER FOR CUSTOMER INTELLIGENCE . . . . . . . . . . . . . . . . 18

FROM SOLUTION SELLING TO INSIGHT SELLING . . . . . . . . . . . . 20

CUSTOMER SERVICE IS PERSONALIZED & PROACTIVE . . . . . . . . . 22

CUSTOMER SENTIMENT – MORE THAN A SURVEY . . . . . . . . . . . . 24

CAPITALIZING ON THE CUSTOMER REVOLUTION . . . . . . . . . . 26

A FORCE FOR CHANGE . . . . . . . . . . . . . . . . . . . . . . . . . . 30

A HOLISTIC CUSTOMER METRIC . . . . . . . . . . . . . . . . . . . . . . 34

ABOUT THE STUDY . . . . . . . . . . . . . . . . . . . . . . . . 38

Proprietary and Confidential 3

WHY THIS STUDY?

CUSTOMER INTELLIGENCE: The

SALES AND ACCOUNT MANAGEMENT:

4 © 2013 Walker Information

COMPANIES MUST ADAPT OR FAIL: As customer expectations shift, companies

CAPITALIZING ON THE CUSTOMER REVOLUTION: The B-to-B companies that will

Proprietary and Confidential 5

THE B-TO-B ENVIRONMENT WILL BE

IMAGINE IT’S 2020.

IMMEDIATE GRATIFICATION IS NOT FAST ENOUGH. Customers will expect

INTERACTING ON THEIR TERMS. Customers will determine the experience they

THERE WILL BE NO ROOM

WHO IS YOUR CUSTOMER

8 © 2013 Walker Information

Proprietary and Confidential 9

WHAT’S REQUIRED TO MEET THE EXPECTATION?

• Leverage predictive analytics in more creative and specific ways

10 © 2013 Walker Information

Proprietary and Confidential 11

WHAT’S REQUIRED TO MEET THE EXPECTATION?

• Have a presence on each of the interaction platforms

• Ensure messaging and the customer experience are consistent across

• Consistently communicate insights from across communication channels to customer

12 © 2013 Walker Information

LIKELY TO USE OFTEN TODAY LIKELY TO BE USED OFTEN IN 2020

CORPORATE WEBSITE 42% EMAIL 58%

CUSTOMER EVENTS 18% PHONE 43%

ONLINE COMMUNITY 13% IN-PERSON 42%

SOCIAL MEDIA 12% VIDEO CONFERENCING 40%

TEXT/SMS 9% TEXT/SMS 35%

Proprietary and Confidential 13

TO BE SUCCESSFUL IN DEALING WITH

A HUNGER FOR CUSTOMER INTELLIGENCE: As customer information becomes

FROM SOLUTION SELLING TO INSIGHT SELLING: Customers will expect sales

CUSTOMER SERVICE IS PERSONALIZED AND PROACTIVE: While customer support

CUSTOMER SENTIMENT – MORE THAN A SURVEY: Companies will place increased

HOW COMPANIES MUST ADAPT:

16 © 2013 Walker Information

CALL CENTER INFORMATION SOCIAL MEDIA

Proprietary and Confidential 17

HOW COMPANIES MUST ADAPT:

• Performance Reviews: Factoring

18 © 2013 Walker Information