Top 10 ways_to_improve

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Top 10 Ways To Improve Digital
Experiences
by Kerry Bodine, July 31, 2012
FOR: Customer
Experience
professionals
Key TaKeaWays
Before Jumping in With Fixes, companies must determine The Best
opportunities
To find improvement opportunities that will have the biggest impact on the
customer experience and business metrics, companies need to start their digital
improvement projects by analyzing web and app analytics, operational data, and
multiple forms of customer research.
great digital experiences don’t happen By accident -- They must Be
actively designed
Firms need to take a rigorous approach to digital improvement projects. This
means learning -- and then sticking to -- a user-centered design process that
includes research, analysis, ideation, prototyping, and testing. Digital teams that
need help in this area can tap into a variety of external research and design agencies.
digital experience improvement projects must support established
Business objectives
To maximize digital budgets and ensure ongoing funding, companies need to
deliver web, mobile, and tablet touchpoints that align with core brand attributes
and support business objectives such as cost savings, revenue generation, and
loyalty building. Key to this work: creating a unified customer experience.

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For Customer Experience Professionals
Why Read This Report
Whenever we ask customer experience professionals how important it is to improve their digital customer
experiences, they reply emphatically, “It’s critical!” But still firms struggle to identify what digital
experience improvements they need to make — and, once that’s nailed down, how exactly to make them.
This report gives customer experience professionals the tools and processes they need to act on digital
customer experience improvement across touchpoints like websites, mobile phones, and tablets. Forrester
recommends 10 tactics for evaluating digital touchpoints and determining customers’ needs, proven and
emerging methodologies for redesigning digital interactions, and best practices for ensuring that your
digital experiences support your business objectives.
Table Of Contents
Follow 10 Established And Emerging Digital
Experience Best Practices
Best Practices For Determining What You
Need To Improve
Best Practices For Redesigning Digital
Touchpoints
Best Practices For Ensuring That Digital
Supports Your Business
Notes & Resources
Forrester’s customer experience team
compiled its most pertinent research and
analyst perspectives to provide this top-10 list.
Related Research Documents
Executive Q&A: Customer Experience Design
June 22, 2012
The Unified Customer Experience Imperative
April 30, 2012
Lessons Learned From 1,500 Website User
Experience Reviews
March 14, 2012
Top 10 Ways To Improve Digital Experiences
Processes: The Digital Customer Experience Improvement Playbook
by Kerry Bodine
with Ron Rogowski and Allison Stone
2
3
10
19
July 31, 2012

Top 10 Ways To Improve Digital Experiences 2
© 2012, Forrester Research, Inc. Reproduction Prohibited July 31, 2012
Follow 10 established and emerging digital experience best practices
Digital touchpoints can drive revenue, lower costs, build brands, and engender customer loyalty.
But to achieve these potential benefits, companies must deliver digital interactions that meet their
customers’ needs in easy and enjoyable ways (see Figure 1).
Unfortunately, many executives struggle to manage a mushrooming suite of poorly designed sites
and apps that actually work against them by driving customers to more expensive channels (like
the phone) or, worse, to competitors.1
So it’s no surprise customer experience professionals recently
told Forrester that improving the online experience was their No. 1 priority, followed closely by
improving cross-channel and mobile experiences (see Figure 2).2
What can firms do to get the most out of their digital investments? Forrester recommends the
following 10 tactics for understanding what digital improvements you need to make, making the
right redesign decisions, and aligning digital improvements with business objectives.
Figure 1 Effective Digital Experiences Must Align With Three Types Of Customer Perceptions
Source: Forrester Research, Inc.59015
“How effective were they at meeting your needs?”
“How easy were they to do business with?”
“How enjoyable were they to do business with?”
Useful
Easy
Enjoyable

Figure 2 Online Experience Improvements Top The List Of Customer Experience Priorities In 2012
“Which of the following are major objectives of your company’s customer experience program in 2012?”
Base: 86 customer experience professionals
(multiple responses accepted)
Source: Q4 2011 Global Customer Experience Peer Research Panel Online Survey
Improving the online customer experience
Improving cross-channel customer experiences
Adding or improving mobile customer experiences
Using communities and other types of social computing
Improving the experience of interacting with a call center agent
Improving the store/branch customer experience
Improving the phone self-service customer experience (IVR/speech)
Other
None of the above
77%
74%
61%
48%
43%
29%
22%
6%
1%
Best practices for determining what you need to improve
The first step on the path to making digital customer experience improvements is to identify the
problem areas that need attention. Getting insights from a variety of sources will help.
No. 10: Flex Your Analytics And Operational Data
Quantitative data from analytics platforms and internal operations systems — like those used in
your call center — can help improve digital experiences dramatically because it separates fact from
fiction. To mine this data for experience improvement opportunities, focus your efforts on four
main tasks:
■ Examine the actual behavior of customers on your websites. Web analytics software is the
best tool for understanding where visitors go on your existing website and what they do when
they get there.3
Site owners at one company that we spoke with used web analytics to prove
a 65% customer drop-off rate at a point where login was required, prior to checkout. And
when analysts at InterContinental Hotels Group (IHG) mined web analytics data for design
opportunities, they found users pogo-sticking between search results and hotel landing pages,
which tipped them off to the fact that users were digging for specific information.

■ Study customers’ mobile and tablet behavior, too. Just like website interactions, mobile and
tablet behaviors are highly measurable. Best practices for measuring mobile sites are strongly
rooted in traditional web analytics — understanding traffic sources, on-site behavior, and
obstacles that impede conversions (see Figure 3). And best practices for measuring applications
are based on evaluating task completion, functionality, and user experience (see Figure 4).4
■ Examine customer behavior across channels. To fully understand your digital opportunities,
you need to know the answers to questions like: How many people phone the call center after
visiting another touchpoint, and what are they calling about? Web execs at Lands’ End realized
that a large number of customer service calls focused on selecting the right size for an article of
clothing. When the company added contextual help about product sizing and fit to the product
pages on its website, call center volume dropped by 20% — a huge cost savings. But goals like
deflecting call center traffic will only happen if the experiences that customers have with digital
touchpoints are better than the experiences they have with other channels.
■ Target the moments that matter. Not all interactions matter equally to customers, so Fidelity
developed a straightforward framework to evaluate where it should focus its attention. The model
first relies on customer feedback data to determine which interactions are most likely to create a
promoter or detractor. It then uses operational data to determine the number of customers
affected by each interaction. The analysis helps prioritize investments by showing which
interactions have the most impact on loyalty and examining their frequency of occurrence.5

Figure 3 Key Metrics For Mobile Websites
Metric Value
Number of visits Overall traffic to the website; this identifies the proportion of traffic from mobile
devices to a primary or standard website or a trend analysis of overall traffic toa
mobile website.
Network/carrier versus
Wi-Fi
Type of connection used to access the site; this indicates bandwidth that may
influence site design and can be a high-level proxy for type of location from which
the site was viewed.
Conversion Number of completed success events, such as purchases, viewing ads, or completing
forms; this ultimately drives revenue and channel value.
Search keywords Which search keywords do visitors use to locate the website; this identifies visitor
interests and intent and can be used for search marketing and site design.
Time on-site The amount of time users spend on the site; when correlated with conversions and
other events, this indicates how effectively the site is designed for helping users
accomplish their goals.
Content viewed Specific pages viewed; this shows which content resonates most with visitors.
Content that has low rates may not be relevant or have a problem, and popular
content should be leveraged and expanded upon.
Site path analysis Path analysis tracks how visitors navigate the website; this is used to locate design or
content obstacles that block visitors from progressing to success events or highlight
popular paths that should be a focus of the site.
Page views Number of pages viewed once visitors arrive at the site; this shows the depth of visits,
an indicator of engagement.
Location Location of the visitor; this provides context for whether visitors access the
information from home or from certain other locations, which indicates
interest and utility and may be valuable for targeting.
Visitor sources This identifies how visitors find the website, such as via paid or organic search,
marketing campaigns, partner or affiliate sites, or direct entry.
Device Device attributes such as screen size, operating system, and hardware profile
influence site design that is effective within mobile form factors.
Bounce rate Number of visitors to leave the site after viewing only a single page; this indicates
whether the site is relevant to visitors.

Figure 4 Key Metrics For Mobile Applications
Metric Value
Number of application
downloads
Counts the number of times the application has been installed; this establishes the
baseline universe of application users and may also serve as a competitive trending
benchmark within a given application category.
Sessions Session data provides visibility to the high-level application usage pattern such as
frequency of application use, length of sessions, and length of time between
application use.
Events Tracking specific activities within applications such as success events, ads viewed,
and which functions are popular provide valuable conversion metrics and influence
application design to optimize the customer experience.
Application crashes
and errors
Problems that occur during application usage at the device and application
levels highlight bugs or other potential issues that impede the user experience.
Network/carrier versus
Wi-Fi
Type of connection used while accessing the application; this indicates bandwidth,
which may affect application design and can be a high-level proxy for type of
location from which the application is used.
New versus returning
users
Separates first-time application users from returning users; this identifies whether
those who download the application actually proceed to use it and whether the
application is sticky and provides the utility and value to justify multiple visits.
Device and OS version Device attributes such as screen size and operating system influence application
design that is effective within mobile form factors and leverages functionality
available in each mobile platform.
Location Location of the user; this provides context for whether visitors access the information
from home or from certain other locations, which indicates interest and utility and
may be valuable for targeting.
Application path
analysis
Path analysis tracks how users navigate the application; this is used to locate design
or content obstacles that block users from progressing or highlight popular paths
that should be a focus of the application.
No. 9: Conduct Expert Reviews Of Web, Mobile, And Tablet Touchpoints
Expert reviews, also known as “heuristic evaluations” or “scenario reviews,” are quick and
inexpensive ways to determine what’s currently broken on your sites and apps.6
To conduct an
expert review, first locate potential reviewers who can empathize with your customers’ needs and
then have them:
■ Try to accomplish relevant customer goals. Following the principles of Forrester’s scenario
design methodology, attempt to complete customer goals that are specific to the business purpose
of your site or app — such as configuring a four-door sedan, purchasing a set of bath towels, or
finding the nutritional information for a menu item.7
Beware of confusing customer goals with
business objectives like branding or cross-selling: Your customers don’t wake in the morning and
say, “I’d like to have an online brand experience today” or “I’d like to be cross-sold.”8

■ Look for well-known customer experience flaws. While attempting to accomplish relevant
customer goals, identify specific problems that would slow users down or keep them from
accomplishing their goals altogether.9
For this, you’ll need a set of evaluation criteria, like those
in Forrester’s Website User Experience Review, Mobile Website User Experience Review, and
Application User Experience Review.10
These criteria, which are based on academic research
and industry best practices with proven impact on customer experience, are divided into four
categories: value, navigation, presentation, and trust (see Figure 5). Combined, these questions
examine if a particular touchpoint has content and functionality that’s easy to find and digest
and if customers are likely to feel comfortable during the interaction.
Figure 5 Forrester’s Website User Experience Review Evaluation Criteria, Version 8.0
Navigation
Presentation
Trust
Value
1. Does the landing page(s) provide evidence that the specified user goals can be completed?
2. Is the content that’s required to support the specified user goals available where needed?
3. Is the functionality that’s required to support the specified user goals available where
needed?
4. Are menu category and subcategory names clear and mutually exclusive?
5. Are content and functionality classified logically?
6. Is the wording in hyperlinks and controls clear and informative?
7. Are task flows for the specified user goals efficient?
8. Are keyword-based searches comprehensive and precise?
9. Are search results presented in a useful interface?
10. Does site content use language that’s easy to understand?
11. Does the site use graphics, icons, and symbols that are easy to understand?
12. Is text legible?
13. Do text formatting and layout support easy scanning?
14. Do layouts use space effectively?
15. Are form fields and interactive elements placed logically in the display?
16. Are interactive elements easily recognizable?
17. Do interactive elements behave as expected?
18. Does the site accommodate users’ range of hand-eye coordination?
19. Does the site present privacy and security policies in context?
20. Do location cues orient users?
21. Does site functionality provide clear feedback in response to users’ actions?
22. Does the site allow users to reverse completed actions?
23. Is contextual help available where needed?
24. Does the site help users avoid and recover from errors?
25. Does the site perform well?

No. 8: Reach Out To Real Customers
Employees want to do right by their customers, but it’s easy for behind-the-scenes staff to get out of
sync with real customers’ needs. When that happens, digital project team members will inevitably
make decisions based on flawed assumptions about customers’ knowledge and preferences. To quell
design debates and accurately focus project priorities, integrate input from your actual customers on
an ongoing basis.
■ Solicit customer feedback about the current experience. Surveys can help you gather customer
feedback about specific digital interactions and gauge how your customers feel about their
experiences in aggregate. Given the large number of customers that surveys can reach, they can
also help you validate the statistical relevance of customer sentiments. Of course, surveys are
only effective if customers actually fill them out. To increase survey completion, communicate
three things: 1) why the company wants feedback; 2) how the feedback will be used; and 3) how
long the survey will take to complete. Intuit found that setting simple expectations about survey
length increased response rates by nearly 10%.11
■ Gather and analyze unsolicited customer feedback. Customers constantly provide unsolicited
(and incredibly honest) feedback about their experiences through emails, support calls, chat
sessions, and posts on social media sites. When Pizza Pizza, one of Canada’s largest pizza
chains, was building a pizza ordering app for smartphones, the design team reviewed recorded
calls, comments from its website, and inbound email. It found that many customers preferred
fewer steps to the online ordering process, as long as it wasn’t difficult to go back and modify
selections made in previous steps. The team also mined blogs, iTunes App Store reviews, and
other app ratings sites for reactions to competitors’ apps that might hold clues about what its
customers wanted.
■ Uncover hidden customer needs through ethnographic research. Ethnography, which has
roots in the field of anthropology, is simply about observing your customers’ behavior in a
natural setting — their home, office, car, or even the shopping mall.12
For example, employees
from the interactive agency Organic observed members of a high-end fitness club lining up
30-people deep prior to some classes. By chatting with the people in the queue, the team learned
that members were willing to stand around for a half an hour not only to get into a class but also
to snag a specific spot on the studio floor. Based on this insight, Organic developed functionality
that enables members to reserve a specific spot from the web or a mobile device. Now members
only need to show up 10 minutes before class to claim their place.
■ Test designs with users to uncover specific usability problems. Usability testing is the best way
to identify user experience problems that are unique to a particular group of site users. These
tests work best when real customers try to fulfill actual tasks using your current website, mobile
app, or tablet app — or a mocked-up prototype. Have members of the project team look on and
listen while customers move through their tasks, identifying areas where they get stuck, become
confused, or express negative thoughts about the interface.

■ Document customer insights in personas and journey maps. Customer insights are worthless
when they’re locked in your head or squirreled away in a database. You need to share your
customer research with the people responsible for your digital touchpoints. Personas and journey
maps are two effective tools for accomplishing that.13
Personas are fictional characters that
embody your target customers’ key behaviors, attributes, motivations, and goals (see Figure 6).14
Journey maps visually illustrate a particular persona’s activities over time — like discovering,
evaluating, buying, using, and getting support for a product or service (see Figure 7).15
Together,
these tools help create a shared understanding of customers’ real needs and pain points.
Figure 6 Persona For An Anti-Smoking Organization In The UK
Source: Reading Room

Figure 7 Journey Map For A Telecom Company
Source: EffectiveUI
This journey map shows the high-level
phases of the customer journey (e.g.,
inquiry) and the specific touchpoints
the customer uses (e.g., the website).
Best practices for redesigning digital touchpoints
Once they’ve found out where digital touchpoints need to be improved, customer experience
professionals need to follow a proven design process and think holistically about the improvements
they make.
No. 7: Adopt Proven User-Centered Design Processes
The right digital interactions, implemented the right way, don’t just happen. Instead, they must be
actively designed. This requires learning — and then sticking to — the steps in a user-centered
design process (see Figure 8).16
■ Conduct and analyze customer research. A typical design process starts with research to
understand customers’ attitudes, needs, desires, and motivations.17
Once this research has
been completed, you need to synthesize and communicate findings with the project team and,
eventually, the rest of your organization. During this time, the team may need to reframe the

project focus. Why? Project teams often set out to solve one problem, but research insights lead
them to discover that there’s actually a bigger (or just different) problem that’s more important
to tackle.
■ Come up with dozens, if not hundreds, of possible ideas. Using the outputs of the analysis
phase as a guide, brainstorm ways to solve the problem at hand. Generate as many ideas as
possible, temporarily suspending your consideration for logistical and operational constraints.
As Fred Leichter, chief customer experience officer at Fidelity Investments, explains, “It’s easier
to make a profound idea reasonable than to make a reasonable idea profound. We start with
stuff that’s out there, wild, and aggressive and figure out if it has merit. Smart people will figure
out how to get great ideas implemented.”
■ Iteratively prototype and test the possible solutions. Rather than getting stuck in analysis-
paralysis, focus on making your ideas tangible through quick and cheap low-fidelity prototypes.
These can take a variety of formats ranging from rough pen-and-paper sketches to wireframes
that lay out major pieces of content and functionality (see Figure 9).18
Next, put the prototypes
in front of real customers and employees for feedback — not just once but multiple times.
Repeat this process of testing and refining your prototypes, adding additional levels of fidelity to
quickly arrive at an optimal solution.
■ Co-create with your employees and customers. Design is a participatory process, not something
to be determined by one person in a locked room and delivered on a silver platter. That’s why you
need to include people from across the entire customer experience ecosystem — customers,
employees, and external partners — to help synthesize research data, ideate possible solutions,
create prototypes, and provide feedback.19
Designers call this co-creation. For example, to ensure
that they fully understood Pizza Pizza’s business needs, Plastic Mobile team members held a
workshop where they asked stakeholders to sketch what they thought was most important for the
app’s home page design (see Figure 10).

Figure 8 Key Steps In A Typical Design Process
Iterate
Test
Prototype
Ideate
Analyze
Research
Document

Figure 9 Plastic Mobile Tested Wireframes Of Its Designs With Real Customers
Source: Plastic Mobile and Pizza Pizza mobile app

Figure 10 Pizza Pizza Stakeholders Engaged In Co-Creation Exercises With The Plastic Mobile Team
Source: Plastic Mobile and Pizza Pizza
No. 6: Take Advantage Of The Inherent Characteristics Of Digital Touchpoints
Websites, mobile phones, tablets, kiosks, and other digital touchpoints offer many different ways
for customers to connect with your company — and each other. However, they vary wildly in their
display characteristics and capabilities — and these factors have a significant effect on the customer’s
experience. That’s why companies need to abandon a one-size-fits-all approach and design digital
interactions with these inherent differences in mind.
■ Create touchpoint-appropriate interfaces. While the differences between a website viewed
on a tablet and a PC may only have seemingly slight variations, that same site will look vastly
different on a mobile phone. And of course, the input capabilities of a keyboard and mouse vary
drastically from those of a touchscreen. That’s why firms need to design interfaces that take
maximum advantage of each touchpoint.20
Citibank’s senior vice president (SVP) of strategy for
mobile and emerging technologies put it this way: “We didn’t want to just go build a 2X bigger
version of the mobile app . . . . We looked at tablets as a new form factor, a new way of engaging
with clients . . . one that deserved its own thinking.”21

■ Right-size content and functionality. Content and functionality don’t need to be recreated for
every touchpoint. Instead, they should be created once and reused/resized. For example, The
Boston Globe’s desktop site provides a navigation bar across the top of the page, while the mobile
site hides the navigation behind a “sections” menu. Meanwhile, the mobile app uses a different
paradigm that provides the same content in a way that leverages specific device capabilities (see
Figure 11). In the UK, when retailer Sainsbury’s recognized that people were calling to change
the time slots they’d entered on the website for home delivery, the company began sending
automated text reminders that gave users the opportunity to change the delivery time without
having to go back to the site, increasing both customer satisfaction and cost savings.
■ Use native device data to deliver a contextualized experience. The real-time data that mobile
and table devices supply, combined with each customer’s historical behavior, can make for
smarter, more contextual digital interactions.22
Subtle contextual changes can be powerful, such
as a retailer’s website that recommends products in a similar price range, a tech company that
changes its related items based on session clickstreams, or a mobile site that uses location to
send relevant weather information and ads. But contextualized interactions should also be
subtle — and companies should not presume to know everything the customer wants. Consider
the backlash against the retailer Urban Outfitters when it funneled shoppers only to women’s
items once it discovered a shopper was female, completely ignoring the fact that women also
shop for men.23
■ Look for opportunities to make interactions social. As digital devices weave themselves
tighter into the social fabric of customers’ lives, digital interactions are becoming social as a
rule, not an exception.24
Pervasive platforms like Facebook, Pinterest, and Twitter enable content
sharing from just about any digital touchpoint. But social is about more than sharing, and
customer experience professionals should look for ways to integrate social behaviors across the
entire customer journey.25
For example, to draw attention to its Black Friday deals, J.C. Penney
gave its Facebook fans access to exclusive deals and a chance to win a VIP shopping experience.
And low-cost mobile telecom network giffgaff uses a community as the venue for all customer
support and service.

Figure 11 The Boston Globe Delivers Appropriate Content In Each Touchpoint
Source: The Boston Globe website; The Boston Globe mobile app
The mobile app delivers the
same content with a different
visual paradigm that mimics
the print version.
The desktop site exposes all
sections, while the mobile site
hides them under the“sections”
label.
No. 5: Get Outside Help When And Where You Need It
Since the dawn of the Web, companies have been struggling with the decision of whether to build
in-house digital teams or partner with external specialists. While in-house design and development
teams have the advantage of deep domain knowledge, in today’s complex landscape, it’s difficult for
any but the savviest internal teams to do it all themselves.26
Depending on their own strengths and
gaps, companies should look to outside firms to help them:
■ Carry out and analyze ethnographic research. Ethnographic research is critical to developing
deep customer understanding, which is in turn critical for creating customer experience
improvements that matter. However, most companies don’t have the in-house skills or know-
how to conduct this kind of research or synthesize the results into meaningful and actionable
findings. Firms such as Boston-based Essential Design and STBY in Europe have extensive
experience with research techniques like customer interviews, in-home observations, and diary
studies — and can deliver the insights required to keep digital initiatives on target.

■ Conduct user experience research. At the other end of the design process, companies need to
gather feedback on how well their digital products and services meet customers’ needs — and if
they do so in easy and enjoyable ways. Just like upfront research, many firms simply don’t have
the skills or tools to conduct user experience research themselves.27
Not to worry. Consultancies
like AnswerLab and Bentley University provide services ranging from remote usability testing
to lab-based eye tracking studies, as well as other research, and craft detailed readouts that
highlight the most salient findings.
■ Deliver large projects related to digital marketing. Today’s largest interactive agencies —
giants like Razorfish and Digitas — have traditionally focused on designing and developing
marketing-related touchpoints that customers use to discover and evaluate a company’s
products and services. The sheer number of bodies required to plan and execute these typically
large projects just isn’t readily available in most marketing departments today, making these
projects difficult — if not impossible — to staff internally.
■ Simplify complex information and transactions. Many of the firms we talk to on a regular
basis cite extensive usability prowess and the ability to leverage digital touchpoints to
fundamentally change business processes as the reasons for seeking outside help. For example,
when Teachers Insurance and Annuity Association-College Retirement Equities Fund (TIAA-
CREF) needed help improving online tools that explain how older users’ retirement investments
would annuitize over their lifetimes, it chose to work with EffectiveUI in part due to the firm’s
experience in simplifying complex customer interactions.28
And to create a mobile solution that
meshed with customers’ expectations about the ordering process, Plastic Mobile challenged the
way Pizza Pizza’s back-end systems handled online orders.
■ Spark new ideas for digital innovations. When companies embark on customer experience
improvement projects, they’re typically trying to do a better of job of meeting customers’ needs.
But when Citibank partnered with digital service design agency Fjord to design its first-ever
tablet banking app, it aimed to far exceed them. This project wasn’t born out of any particular
business problem but out of a perceived opportunity to experiment and innovate, and project
leaders didn’t want to be constrained by what had been done on other platforms or through
other channels. The resulting app included rich data visualizations and comparisons with how
other people spend money — tools that aren’t available on the Citibank website.29
This type of
out-of-the-box thinking can be challenging for internal teams that feel stuck in their day-to-day
work and is often best jump-started by an outside agency.
■ Develop internal skills and processes. Customer experience experts from the outside provide
important services, but as Jared Spool, founder of User Interface Engineering (UIE), says,
“Outsourcing user experience work is like outsourcing your vacation. It gets the job done but
doesn’t have the effects you were hoping for.” In other words, digital projects are most effective
when they help drive real customer understanding and shift companies toward customer-

centric ways of working. That’s why UIE now focuses on training project teams to create digital
products and services themselves. Even without explicit training in place, teams working with
outside agencies should seek every opportunity to learn the ropes by tagging along on research
studies and participating throughout the design process.
No. 4: Plan For The Post-Launch Reality
Digital project teams put an incredible amount of effort into any initial launch — but that’s just day
one of a digital touchpoint’s life. What happens on day two through infinity? Companies that launch
without an answer to this question ultimately wind up with unsupported sites and orphan apps that
confuse or annoy their customers. Don’t fall into this launch-it-and-leave-it trap. Instead, make sure
your digital touchpoints get the ongoing attention they require.
■ Plan to maintain and improve existing sites and apps. After Citibank launched its iPad
banking app in July 2011, the company updated it three more times before the end of the year,
adding access to check images for bank customers, contextual help in the form of tutorial
overlays, social-media sharing, and in-depth visual analytics for credit card accounts. Citibank
is now adopting this model — a quick succession of customer experience improvements —
across digital touchpoints. In addition to planning what they’ll update, companies need to
map out who will be responsible for tasks like ongoing content development, community
management, and bug fixes.
■ Envision how to extend digital products and services to new platforms. Think it’s complicated
to manage digital interactions across websites, mobile phones, and tablets? Well hold on to
your hat, because the decade ahead will bring further adoption of a dizzying array of platforms
including interactive TVs, car dashboards, game boxes, in-store devices, and wearables.30
To
make sure you don’t get blindsided by the rapid mainstreaming of a new technology platform,
each new product launch should include some discussion of if and/or how the current content
or feature set should be ported to other devices and platforms down the road.
■ Create an end-of-life plan before you launch. Although it can be painful to admit it at the
outset of a large and exciting project, most digital touchpoints aren’t going to live forever — at
least not in their original states. Links will change, sites may get merged or go away completely,
and companies may decide to stop supporting installed apps. Changes like these will likely meet
with negative customer reactions ranging from disappointment to frustration and anger. To
avoid such responses to an inevitable event, firms need to create one or more contingency plans
for sunsetting their digital products and services without leaving customers high and dry.

Best practices for ENSURING THAT Digital SUPPORTs YOUR BUSINESS
As they make improvements to their digital properties, customer experience professionals need to
ensure that the decisions they make are in full support of the brand and business goals. They must use a
common measurement framework and strive to provide a unified experience that spans all touchpoints.
No. 3: Bolster Your Company’s Brand
Whether you’re fixing a small usability bug, gutting your entire website, or launching a new mobile
app, every decision that you make will ultimately shape your brand in some way.31
Unfortunately,
the digital experiences that many companies deliver inadvertently dilute — or worse, blatantly
contradict — their core brand messaging. To create digital experiences that support the brand image
you want to portray:
■ Surface your company’s brand positioning statement. In our ongoing conversations with
customer experience professionals, an alarming number say that they’re not sure exactly what
their brand stands for — and many admit that they’ve never even talked with their company’s
brand and marketing groups. If this sounds familiar, stop whatever it is you’re doing, pick up
the phone, and start to forge these critical relationships. Why? Without a clear understanding
of your brand, you’ll have no idea what kinds of digital interactions are appropriate — and
which aren’t.32
Once you understand the brand, document its key attributes and positioning
statement in an accessible and memorable format that makes it easy for all digital project teams
to reference.
■ Use content, functionality, and design elements that support key attributes. Digital channels
are communication media — they automatically create an impression of what your brand stands
for. That’s why you need to provide content and functionality that support your firm’s brand
positioning. For example, in support of its mission “to bring innovation and inspiration to every
athlete in the world,” Nike’s website showcases innovative product features that translate into
performance-enhancing benefits and provides useful tools like a training log and pace calculator
for runners. Nike also incorporates elements like language — “The perfect combination of
lightness and adaptive fit for the ultimate ride” — and images of active people that are consistent
with the intent of its positioning.
■ Improve usability to reinforce brand value. Digital touchpoints are also delivery channels
that provide tangible proof of the real value your brand provides. Customers come to digital
channels with goals like finding specific information, making purchases, or getting service. To
avoid frustrating and annoying your customers — a bad way to build any brand — focus on
supplying the content and functionality that will help customers easily achieve their goals. For
example, customers who are looking to find and apply for a low-cost credit card might need
mobile content that includes annual fees and annual percentage rate plus full web functionality
that lets them apply.

No. 2: Measure Digital Touchpoint Performance Against Business Metrics
Digital customer experience projects don’t get funded without some anticipated benefit to the
business. To clear the path for initial funding and ongoing support, measure and evangelize the
impact of customer experience on the business metrics that matter most to your organization.
■ Begin and end every project with a discussion of business objectives. Fidelity Investments’
digital design group starts projects by setting business objectives, like increasing customers’
new account registration rates by 6%. This becomes the driver for projects like redesigning a
registration form to increase the number of users who successfully complete it. The team then
finishes projects with an examination of performance against the expected results. If results are
less than expected, the group examines the reasons why and uses what it learns to improve the
next project.
■ Build ROI models. Using measurable business goals — like boosting revenue or lowering
service costs — it’s possible to construct customer experience return on investment (ROI)
models that even the mathematically challenged will appreciate. First, establish a baseline with
current metrics like traffic, conversion rates, average order size, cost per order, and gross margin.
Then, estimate low and high improvement ranges for these metrics based on industry-specific
averages and anticipated benefits from the project’s enhancements. A few multiplication and
addition equations later, you’ve got a realistic ROI model to help you evaluate potential benefits
versus estimated costs (see Figure 12).33
■ Create a holistic customer experience measurement framework. When firms only measure
outcomes from digital channels, they’re not viewing the entire picture of what a customer
experiences. For example, a customer might successfully buy a product online but then call to
ask questions about delivery timelines because the site didn’t specify when the product would
ship. This could lead to dissatisfaction or, worse, order cancellation. But website metrics alone
won’t connect those dots. That’s why customer experience professionals need to establish a
framework of cross-channel metrics that track what customers think and feel (“The package
took forever to get here!), what actually happened (the package took four days to arrive), and
what customers will do as a result of their experience (like tell a friend or cancel the order).34

Figure 12 A Simple ROI Model For A UK Retailer Showing The Range Of Possible Results
Starting
assumptions
Total benefits from redesign:
Low benefit
after one year
£1,031,495
£200,000
£831,459
416%
High benefit
after one year
£10,856,960
£5,000,000
£5,856,960
117%
Cost of redesign:
Total net benefits from redesign:
ROI % (benefit minus cost/cost):
Increased sales
Total increased gross margin:
Visitor-to-buyer
conversion rate
Average order size
Sales revenue
Gross margin (%)
2%
£71.00
£14,200,000
36%
£5,112,000Gross margin (£)
2.02%
£74.55
£16,565,010
36%
£5,963,404
£851,404
3%
£81.65
£42,866,250
36%
£15,431,850
£10,319,850
1%
5%
50%
15%
Lower cost of sales
Call center orders
per year
Cost per call center
order
Cost per online order
85,000
£3.60
£0.01
Total decreased cost of sales:
84,150
£3,055
83,300
£6,110
-1% -2%
Lower cost of service
Cost per service call
Cost per self-service
1,000,000
£3.60
£0.06
Total decreased cost of service:
Service calls to call
center per year
950,000
£177,000
850,000
£531,000
-5% -15%
% change,
low
% change,
high
Site visits per year 10,000,000 11,000,000 17,500,00010% 75%
Site traffic
Current rate of behavior is
your starting assumption.
These columns are for high
and low improvement.

No. 1: Unify The Overall Customer Experience
Today’s digital landscape is distributed across a fractured array of services and devices. It’s also
increasingly entangled with physical touchpoints and environments. With customers able to
interact through multiple channels at any given moment — and often using multiple touchpoints
in pursuit of a single goal — companies need to ensure that they present a coherent face across all
interactions.35
When they don’t, they risk diluting their brand and frustrating customers who expect
a cohesive experience. To create a unified customer experience:
■ Use recognizable visual design patterns. The first thing customers react to when they hit any
digital touchpoint is its visual design. While companies needn’t strive for a 1:1 mapping of visual
elements from one touchpoint to another, the patterns and styles for imagery, typography, and
layouts should be carried over from one touchpoint to another, while matching styles used
in offline channels as well. For example, The New York Times’ stately serif fonts accentuate
the firm’s heritage across all of its touchpoints — traditional and digital. And Toms Shoes
incorporates elements of its imagery, typography, and layout on both its website and its Twitter
page (see Figure 13).
■ Make it easy for customers to shift from one channel to another. Consumers now move
seamlessly from email to Web, from Facebook to phone, and from TV to tablet. Unified customer
experiences actively facilitate this touchpoint hopping and don’t force customers to start cold in
each new channel. For example, Amazon.com’s Whispernet enables customers to read to any
given point on their Kindles and then pick up from that very same point on a different device.
And French insurance carrier Groupama developed a mobile app that seamlessly connects
customers to a phone call with a service agent after an auto accident. Before the call is connected,
the agent has access to the customer’s name, location, and reason for calling.36
■ Create cross-channel governance practices. For most companies, working across silos will take
some getting used to. Formal customer experience governance processes can help instill the
required rigor. For example, Barclaycard US assigned one executive to oversee each of nine high-
level processes that constitute a major part of the customer journey, like acquiring a customer,
servicing customer issues, and collecting on delinquent accounts. Each exec is responsible for
every digital and physical interaction that affects their part of the journey, regardless of where the
supporting functions for those interactions — like marketing, underwriting, systems
development, eBusiness, and the call center — report into organizationally.

Figure 13 Toms Shoes Uses Visual Design To Unify Its Site And Twitter Page
Source: Toms Shoes website; Twitter website
Toms Shoes incorporates
visual design elements
across its website and
Twitter page.
Endnotes
1
To understand the effect of poor website usability, Forrester asked US consumers what they do when
they can’t complete a goal online. Results show that the vast majority of people switch to more expensive
channels, most often the phone. Others give up and go to a competitor, while still others abandon their
goals entirely. See the June 20, 2012, “Websites That Don’t Support Customers Waste Millions” report.
2
Digital touchpoints are hot, hot, hot. For the third year in a row, improving the online customer experience
was the most common objective at 77%. Mobile experiences are also a hotbed of activity, as 61% of
respondents expect their organizations to add or improve them in 2012. See the April 24, 2012, “The State
Of Customer Experience, 2012” report.
3
Good website customer experience metrics fulfill two purposes: tracking site experience quality and
pointing to opportunities for improvement. Customer experience professionals need three types of metrics
to support their efforts: measures of how customers perceive their visits to the site, events that signal
potential problems even if customers don’t complain, and data about what customers do after the visit that
can help show how experience quality affects future business. See the June 20, 2012, “The Right Website
Experience Success Metrics” report.

4
Mobile has reached critical mass due to improved infrastructure, advances in device utility, and overall
market penetration. To take full advantage of this opportunity, companies must implement tactic-specific
measurement for mobile websites and applications. By adopting full-featured mobile measurement
tools and tracking appropriate metrics, organizations can go beyond counting numbers of visitors and
application downloads to optimize user experiences and revenue generation via mobile channels. See the
April 13, 2011, “Mobile Measurement Is A Customer Intelligence Imperative” report.
5
One Fidelity executive described the firm’s objective as follows: “We will be recognized as providing the best
customer experience in the financial services industry.” See the August 18, 2011, “Lessons Learned From
The 2011 Voice Of The Customer Award Winners” report.
6
Since 1999, Forrester has used its Website User Experience Review methodology to evaluate the user
experience of 1,500 websites spanning business-to-consumer (B2C) and business-to-business (B2B)
companies, numerous industries, and disparate geographies. We examined the trends over time and across
types of sites to identify the common user experience problems that persist to this day. See the March 14,
2012, “Lessons Learned From 1,500 Website User Experience Reviews” report.
7
As customers increasingly engage with multiple channels in pursuit of a single goal, companies need to
deliver better, more unified customer experiences within and across touchpoints. To do this, they need to
adopt scenario design, which asks and answers three questions: Who are your customers, what are their
goals, and how can you help them accomplish those goals? See the June 25, 2012, “Scenario Design Unifies
The Splinternet Customer Experience” report.
8
Expert evaluations test user scenarios and then evaluate the experience based on a set of heuristics. To
get the best results from these evaluations, customer experience professionals need to craft realistic user
goals that test the most mission-critical parts of the experience. Ideally, user and goal descriptions should
be derived from design personas and the qualitative research they are based on. When qualitative user
research doesn’t exist, other sources like operational data or in-context surveys can contribute to useful
and realistic user goals and descriptions. See the April 10, 2012, “How To Craft User Goals For Expert
Evaluations” report.
9
When sites have flaws that hinder a user’s ability to find, read, and trust content, it adds up to a major
problem — even when each flaw is minor on its own. To avoid delivering site experiences that fall victim to
the cumulative effects of many minor problems, site managers should evaluate the most important users’ paths.
10
Forrester’s Website User Experience Review scorecard evaluates websites on 25 proven criteria. The website
review scorecard organizes into four categories: value, navigation, presentation, and trust. See the January
13, 2010, “Scorecard: Website User Experience Review 8.0” report.
Forrester’s Mobile Website User Experience Review scorecard evaluates mobile websites on 15 proven
criteria. The mobile website review scorecard organizes into four categories: value, navigation, presentation,
and trust. See the June 7, 2010, “Scorecard: Mobile Web Site User Experience Review 2.0” report.
Forrester’s Application User Experience Review scorecard evaluates applications on 20 proven criteria. The
application review scorecard organizes into four categories: value, navigation, presentation, and trust. See
the March 7, 2011, “Scorecard: Application User Experience Review 1.0” report.

11
Website intercept surveys are a popular tool for finding problems with the online experience. But a poorly
designed site intercept survey can hurt more than it helps by providing misleading insights and negatively
affecting customers’ online experiences. Customer experience professionals can ensure survey quality
by enlisting help from internal market research experts, qualified or informal survey testers, and actual
customers. See the June 21, 2010, “The Four Essentials Of Effective Web Site Intercept Surveys” report.
12
At Forrester’s 2011 Customer Experience Forum, panelists from Bentley Design and Usability Center, frog
design, and Wells Fargo shared their experiences using exploratory research techniques. These firms have
long used qualitative ethnographic methods to understand how customers actually behave, what motivates
and drives them, as well as what opportunities exist to better meet their needs. See the August 22, 2011,
“What Three Companies Learned From Conducting Ethnographic Research” report.
13
Design personas and customer journey maps are valuable tools that support companies’ tactical design
decisions and the high-level strategic goal of improving the customer experience. To get the most out of
these tools, customer experience professionals should build design personas before customer journey
maps, kick off research initiatives with workshops to gather stakeholder assumptions, craft tools to fit their
purposes, and plan a calendar of ongoing engagement activities to keep personas and journey maps top of
mind for stakeholders. See the January 10, 2011, “Executive Q&A: Design Personas And Customer Journey
Maps” report.
14
Personas are ideal tools to guide the design of products, channels, and messaging, but companies are
concerned that they fail to keep track of evolving behaviors. Although customers’ psychographics are fairly
stable, the technology adoption patterns and social behaviors of target customer segments are often in a
state of flux. As these behaviors have transformative impacts on the relationship between firms and their
clients, it’s critical that firms regularly update personas with accurate information. See the August 15, 2011,
“Personas Require Regular Updates” report.
15
Forrester clients tell us that they’re eager to use customer journey maps because they see the documents
as ideal tools to analyze and communicate their customers’ perspectives on the interactions they deliver.
However, even enthusiastic organizations sometimes struggle to determine the objectives they should
pursue with customer journey mapping. Forrester interviewed five companies that use customer journey
maps to understand how the approach has benefited them. See the April 24, 2012, “Customer Journey
Mapping: What Is It For?” report.
16
The business discipline of design remains a foreign concept to many of today’s business leaders. That’s
why Forrester has answers for customer experience professionals’ most common questions about design,
including what value design can bring to organizations, what steps companies must follow during the
design process, and how to get started adopting a design approach. See the June 22, 2012, “Executive Q&A:
Customer Experience Design” report.
17
Research techniques, while plentiful, fall into three key buckets. Exploratory research methods uncover
behaviors, emotions, and desire that can seed new concepts. Evolutionary research methods can help
define or validate a concept. Evaluative methods help improve existing interfaces. Firms looking for the
right research methods should first determine their online experience strategy and then base the methods

they choose on where they are in executing the current project as well as their budget and timeline. See the
December 20, 2010, “How To Craft Your Customer Research Plan” report.
18
Many firms use tools like Adobe Photoshop, Adobe Illustrator, or Microsoft Visio to help them create
prototypes. While these tools are helpful, they are created specifically for digital photo editing, graphic
design, or technical diagrams and not specifically with wireframes or design prototypes in mind. Forrester
spoke with six firms that create tools specifically for creating wireframes and prototypes to better
understand what these tools offer designers. See the May 13, 2011, “Six Tools To Consider For Creating
Prototypes” report.
19
Even companies that make customer experience a strategic priority struggle to implement major long-
lasting improvements. That’s because they fail to connect behind-the-scenes activities to customer
interactions. These firms need a new approach to customer experience management: one that considers the
influence of every single employee and external partner on every single customer interaction. Forrester calls
this complex set of relationships the customer experience ecosystem. See the June 22, 2011, “The Customer
Experience Ecosystem” report.
20
In 2010, Wired magazine proclaimed that websites were dying. But despite the growing popularity of mobile
and tablet devices, the reality is that the Web will continue to be a vital part of the customer experience
professional’s job for the foreseeable future. However, its role will certainly change. Website traffic will decrease
as users move frequent interactions — like checking flight times, account balances, and street addresses — to
more convenient devices. But desktop and notebook computers will remain pervasive, and their relatively
large screens and physical keyboards will continue to lend themselves to activities that require information-
rich research — like comparing offerings from multiple providers — and input-heavy interactions like filling
out lengthy forms. See the January 14, 2011, “2011 Customer Experience Predictions” report.
21
Source: Interview with Andres Wolberg-Stok, SVP of strategy for mobile and emerging technologies at
Citibank, November 3, 2011.
22
Context — the sum total of what is known about an individual at the moment of engagement — is a moving
target that will pull consumer perceptions of convenience with it. Successful mobile initiatives will focus not
only on what is delivered but also on how it’s delivered to each customer. To succeed with mobile, customer
experience professionals must design experiences that leverage context to deliver more convenient mobile
services. See the October 26, 2011, “The Future Of Mobile Experience Is Context” report.
23
Source: Natasha Singer, “E-Tailer Customization: Convenient or Creepy?” The New York Times, June 23,
2012 (http://www.nytimes.com/2012/06/24/technology/e-tailer-customization-whats-convenient-and-
whats-just-plain-creepy.html).
24
Forrester believes that four attributes will characterize the next phase of development of the Web. Online
experiences will be: customized by the end user, aggregated at the point of use, relevant to the moment, and
social as a rule, not an exception. See the January 28, 2010, “The Future Of Online Customer Experience”
report.

25
Social media already plays a role at each step of customers’ complex journeys to discover, evaluate, buy,
access, use, and get support for products and services. Customer experience professionals must align their
firms’ social activities with their customer experience strategy by documenting existing social activities
and mapping them to the customer journey, understanding customers’ existing use of social touchpoints,
identifying gaps in the journey and disconnects between existing social media initiatives, and establishing
guidelines and metrics to keep the organization true to its social objectives. See the January 10, 2012, “How
Does Social Media Contribute To Customer Experience? Let Us Count The Ways” report.
26
Firms that could once focus on their website as the primary digital channel now have to contend with
mobile websites, mobile applications, tablet applications, touchscreen displays, social networks, and more.
But has the increase in digital touchpoints changed the purview of digital customer experience teams? To
find out, we surveyed our Customer Experience Peer Research Panel. Panel members told us that their
teams are responsible for a growing number of touchpoints, but comprised of just five or fewer members.
See the June 28, 2012, “How Are Digital Customer Experience Teams Structured?” report.
27
Forrester scanned the market for vendors offering online usability testing tools and found two types of
solutions: installable software and software-as-a-service (SaaS). All of the six vendors we interviewed allow
clients to record usability testing sessions. Some also let clients comment on and edit the recorded sessions
or provide written summaries. See the May 24, 2011, “Six Tools To Consider For Usability Testing” report.
28
A growing number of user experience specialist agencies are capturing the attention of large firms because
of their laser focus on customer experience and their ability to create compelling experiences across
interaction points. See the January 18, 2011, “Small Design Agencies Attract High-Profile Clients” report.
29
In July 2011, Citibank officially launched its first-ever tablet banking app, but the true breakthrough took
place five months earlier, when eBusiness leaders at the bank began the process of developing a tablet
banking strategy and building their first iPad app. The eBusiness leaders brought together a small project
team of a dozen people from across the company and gave the tablet banking team a simple goal to develop
a tablet application that engaged customers and rated highly with them. The result is customer uptake that
exceeded smartphone applications, high engagement, high ratings among users, and lessons that are being
shared with other digital banking touchpoints. See the January 19, 2012, “Case Study: Citibank’s Tablet App
Transforms The Digital Banking Experience” report.
30
Consumers are adopting technology faster than ever: Witness the rapid mainstreaming of devices such as
the Apple iPad and Microsoft Kinect for Xbox 360. Wearable devices will be next, but right now they are far
from the mainstream. To participate in this next wave of consumer technology product innovation, product
strategists — especially those in software, gaming, media, commerce, and payments — must experiment
with applications for wearables on the “big five” platforms: Apple, Google, Microsoft, Amazon.com, and
Facebook. See the April 17, 2012, “Wearable Computing” report.
31
Names and trademarks are only a thin veneer over the many ways consumers experience a brand. Every
marketing message they see or hear creates an impression of what the brand stands for — its image. And
every interaction with a product or its maker provides tangible proof of the real value the brand delivers —
its action. The sum of all these impressions and interactions add up to the brand experience.

32
Today’s cookie-cutter digital experiences fail to leave lasting impressions on customers, in part because they
lack a coherent personality. Companies hoping to engage their customers in digital channels should adopt
what Forrester calls emotional experience design. A key principle of the framework asserts that firms need
to develop a coherent brand personality by matching visual design styles across channels, building digital
interactions that sync with brand attributes, and adopting a human tone. Firms should focus on establishing
the right brand personality for their digital channels by looking within for guidance, obsessing about how
interactions take place, and co-opting frameworks for building brand DNA instead of blindly copying
competitors and market leaders. See the March 9, 2011, “Mastering Emotional Experience Design: Develop
A Coherent Personality” report.
33
Improving website user experience can increase sales and reduce costs, but many customer experience
professionals struggle to estimate the potential value of planned improvements. By constructing a simplified
straw-man model of the return on investment (ROI) produced by website redesign projects, we show that
even with conservative assumptions, the logical conclusion based on projected financial benefit for most
UK retailers is to just do it. See the February 8, 2011, “The ROI Of UK Web Redesigns Made Simple” report.
34
When measuring customer experience, companies need to focus on customers’ perceptions of their
interaction with the firm. That’s because experiences are subjective — customers’ perception is their reality.
Just knowing how customers feel about an interaction isn’t enough, though. Tracking the who, what, when,
and where of an experience helps uncover the underlying cause of what customers felt. Firms also need
to track what customers do after an experience in order to show the business value of better experiences.
Companies looking to measure customer experience should organize the data they have today into three
buckets: what happened, customers’ perception of what happened, and what customers did based on their
perception. Grouping metrics this way will make the data easier to understand and highlight gaps in the
data that need to be filled. See the January 24, 2011, “Perception Is Reality When Measuring Customer
Experience” report.
35
As customer interactions span an increasingly complex array of fractured touchpoints — many of them
digital — such as websites, apps, communities, and social networks, companies need to coordinate well-
orchestrated experiences across all touchpoints. But this proves problematic because companies design their
experiences in silos, lack adequate and accessible standards, and don’t have cross-division oversight. See the
April 30, 2012, “The Unified Customer Experience Imperative” report.
36
For a video overview of this service, check out the following video. Source: “Groupama iPhone app —
insurance customer service,” YouTube, May 18, 2011 (http://www.youtube.com/watch?v=a5kpF79MEC0).

Forrester Research, Inc. (Nasdaq: FORR) is an independent research company that provides pragmatic and forward-thinking advice to
global leaders in business and technology. Forrester works with professionals in 17 key roles at major companies providing proprietary
research, customer insight, consulting, events, and peer-to-peer executive programs. For more than 29 years, Forrester has been making
IT, marketing, and technology industry leaders successful every day. For more information, visit www.forrester.com. 59015
«
Forrester Focuses On
Customer Experience Professionals
To improve the perceived quality of customer interactions with your
company, you must leverage emerging digital technologies and lead
enterprise-wide customer experience transformations. Forrester helps
you create forward-thinking strategies to justify decisions and optimize
your individual, team, and corporate performance.
Carl Erickson, client persona representing Customer Experience Professionals
About Forrester
Global marketing and strategy leaders turn to Forrester to help
them make the tough decisions necessary to capitalize on shifts
in marketing, technology, and consumer behavior. We ensure your
success by providing:
n Data-driven insight to understand the impact of changing
consumer behavior.
n Forward-looking research and analysis to guide your decisions.
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