tag:econsultancy.com,2008:/topics/customer-experience Latest Customer Experience content from Econsultancy 2018-06-18T10:54:29+01:00 tag:econsultancy.com,2008:BlogPost/70097 2018-06-18T10:54:29+01:00 2018-06-18T10:54:29+01:00 Financial services companies tap personalisation & CX in 2018 [stats] Rebecca Sentance <p>The advent of smartphones and financial services apps in particular has raised consumers’ expectations for what a financial service should consist of. They expect it to be seamless, accessible, intuitive, and personal.</p> <p>The <em><a href="https://econsultancy.com/reports/digital-intelligence-briefing-2018-digital-trends-in-financial-services/">2018 Digital Trends in Financial Services</a></em> report from Econsultancy and Adobe sheds some light onto how financial institutions are responding to these challenges. In particular, it highlights the extent to which FSI companies have turned their attention to optimising the customer experience, and why they are making it a top priority now and over the coming few years.</p> <h3><strong>Committing to customer experience</strong></h3> <p>The <em>Digital Trends in Financial Services</em> sector report surveyed more than 650 respondents working in a variety of roles across the financial services sector, in industries including retail banking, wealth and asset management, property and casualty insurance, and life insurance.</p> <p>Of these, 28% cited “optimising the customer experience” as the single most exciting opportunity for their organisation in 2018. A further 23% singled out “data-driven marketing that focuses on the individual” as the most exciting opportunity – a discipline itself that can be integral to improving the customer experience.</p> <p>In both of these instances, financial services respondents were ahead of respondents in other sectors surveyed by Econsultancy and Adobe (of which there were a wide variety, including retail and ecommerce, travel and hospitality, government, consumer goods and more). Only 18% of respondents in other sectors were excited about optimising the customer experience in 2018, while 15% were most excited by the opportunity of data-driven marketing.</p> <p>But the financial services sector lags behind other sectors in one area which is crucial for customer experience: creating compelling content for digital experiences. Just 7% of financial services respondents named this as the most exciting challenge for 2018, compared to 15% of respondents from other sectors.</p> <p><img src="https://assets.econsultancy.com/images/0009/5367/FSI_opportunities_2018.png" alt="" width="650"></p> <p>“Great content, across formats ranging from email and social, to website copy and display advertising, is essential for powering the digital customer experience,” notes the report author. Will the financial services sector’s lack of enthusiasm for great content be the undoing of its plans to revolutionise the customer experience?</p> <p>Not necessarily. FSI companies may just be focusing on the big picture first, before they turn their attention to content.</p> <p>“A new trend we are starting to see from leaders in the FSI space … is a focus on creating content to power digital experiences once they have understood the bigger CX picture,” the report states.</p> <p>“Unlike their peers in other sectors who set up advanced CX programmes many years ago, FSI companies have yet to learn the demands a good CX journey has on content. Only those who grasp the full requirements understand the need to produce content at scale and at speed.”</p> <p>It therefore seems likely that, if financial services institutions aren’t prioritising compelling content in 2018, they will start to do so more urgently in the next couple of years. This is because many of them anticipate making customer experience a point of differentiation from competitors over the coming five years.</p> <p>More than a third (36%) of respondents from FSI companies specified “Customer experience – making the experience on our properties easy/fun/valuable” as the primary way their organisation will seek to differentiate itself from competitors over the next five years.</p> <p>This percentage was highest among retail banking respondents, more than two fifths (41%) of whom stated that their organisation would seek to differentiate itself via the customer experience.</p> <p><img src="https://assets.econsultancy.com/images/0009/5368/CX_in_5_years.png" alt="" width="650"></p> <p>A further fifth (19%) of FSI respondents are aiming to set themselves apart by focusing on the customer in a different way: via excellent customer service.</p> <p>This percentage was highest among respondents from insurance companies, 23% of whom chose “Customer service – enhancing our reputation for brilliant service across all touchpoints” as the primary way their organisation would differentiate itself over the coming five years.</p> <p>It could be argued that customer service is just another component of the customer experience, as it’s hard to have an excellent customer experience if customer service is poor. All in all, it means that more than half (55%) of FSI companies will seek to differentiate themselves by putting the customer first in some form over the next five years.</p> <h3><strong>A customer experience wake-up call</strong></h3> <p>Earlier in this piece, I talked about the fact that the financial services sector is more competitive than ever, which is prompting traditional FSI companies to respond by optimising the customer experience.</p> <p>But why are financial institutions choosing to focus on the customer and not become more competitive by, say, enhancing their technological offering? Craig Corte, Chief Digital and Design Officer at Barclays Africa Group, believes that it’s because they’re waking up to the need to truly solve customer problems:</p> <blockquote> <p>Banks have traditionally been very good at building product and then putting it in front of customers. They have never taken enough time to really think about whether they are solving customer problems.</p> <p>I think as we move into much more competitive arenas, where competitors are less likely to be other banks, this realisation that we are fundamentally now working for customers, ironically, is starting to land.</p> </blockquote> <p>So, with customer experience well-established as the priority for FSI companies now and in the near future, what are financial institutions doing to improve the customer experience?</p> <p>Many of them are turning their attention to personalisation, which can be a key way of making the customer feel valued and prioritised, as well as of creating a more memorable customer experience.</p> <p>When asked which three digital-related areas are the top priorities for their organisation in 2018, 37% of respondents from the financial services sector chose “Targeting and personalisation”, compared with 23% of respondents from other sectors.</p> <p>More than two-fifths (41%) of respondents from FSI companies also cited “delivering personalised experiences in real-time” as their most exciting prospect for the medium-term (the next three years). Once again, retail banking respondents were the most enthusiastic here, with 44% naming real-time personalised experiences as their most exciting medium-term prospect.</p> <p><img src="https://assets.econsultancy.com/images/0009/5369/medium-term_prospect.png" alt="" width="650"></p> <p>And financial services institutions are prepared to put their money where their mouths are: close to two-thirds (62%) of respondents from FSI companies say that they are planning to increase their budgets for personalisation in 2018, compared with 53% of respondents from other sectors.</p> <p>The challenge facing legacy financial institutions with regards to personalisation is best summed up by this paragraph in the <em>Digital Trends</em> report:</p> <p>“According to the World Fintech Report 2018, published by Capgemini and LinkedIn, digital-first organisations are much better positioned to provide the kind of highly personalised and customised solutions that consumers are increasingly expecting. Despite having access to enormous volumes of customer insights, the pressure is on legacy organisations to apply these insights for the benefit of the consumer in the form of personalised and contextualised information.”</p> <h3><strong>People, process and technology</strong></h3> <p>It’s clear from these findings that the intent to improve the customer experience in financial services is absolutely there, and many companies have honed in on and allocated budget towards areas that are relevant to achieving this, such as personalisation.</p> <p>Nevertheless, for many others, setting out to adopt a customer-centric strategy can be a daunting prospect, and it’s difficult to know where to begin. Jamie Brighton, Head of Product Marketing for Adobe Experience Cloud in EMEA, gives this advice:</p> <p>“Too many brands become paralysed by not knowing where to start or how to approach the adoption of a customer-centric strategy. Essentially, digital transformation is about people, process and technology, and you need the right mix of skills and an environment for people to flourish in, as well as the right technology to enable them.”</p> <p><em><strong> For more insights into the challenges and opportunities facing the financial services sector in 2018, download the <a href="https://econsultancy.com/reports/digital-intelligence-briefing-2018-digital-trends-in-financial-services/">2018 Digital Trends in Financial Services report</a> now.</strong></em></p> tag:econsultancy.com,2008:BlogPost/70053 2018-06-14T14:00:00+01:00 2018-06-14T14:00:00+01:00 Beyond 'contact us': Six website features hotels can use to increase engagement & bookings Tom Dibble <p>Customer service is supposed to be at the core of hospitality, yet that “extra mile” ethos doesn’t always translate into the digital sphere. The integration of enhanced contact tools on hotel websites has been moderate, and not just among smaller properties with modest budgets. </p> <p>L2’s recent <a href="https://www.youtube.com/watch?v=i4LdZgehI8w&amp;feature=youtu.be">Digital IQ: US Luxury Hotels</a> report revealed that while nearly every global hospitality brand analyzed has a dedicated “contact page” on their website, only about <a href="https://www.l2inc.com/daily-insights/the-key-to-digital-hospitality">one in four</a> allow users to request a call from a customer service agent, and even fewer offer a live chat feature.</p> <p>Adding more sophisticated contact features offers a competitive edge and leads to direct bookings.</p> <p>Here are six website enhancements for contact that converts.</p> <p><img src="https://assets.econsultancy.com/images/0009/5344/hotel_bookings.png" alt="hotel" width="615"></p> <h3>Upgraded features</h3> <h4>Web form</h4> <p>Utilitarian to the core, web forms have been around as long as there’s been a web, and many hotels already have simple submission areas on their 'contact us' page.</p> <p>Hotels that don’t currently offer a web form should consider this simple, low-cost addition that can be implemented in just a matter of days.</p> <p>Web forms let users fire off their thoughts with fewer clicks, and without the need to open additional applications. Savvy marketing teams will additionally take the opportunity to invite users to opt-in the property’s email list.</p> <h4>Persistent 'contact us' feature</h4> <p>When a user experiences an <a href="https://www.thinkwithgoogle.com/consumer-insights/i-want-to-go-micro-moments/">“I want to go” moment</a>, the last thing you want to do is make them wonder how to reach you.</p> <p>Often added with simple plugins, a persistent 'contact us' feature always keeps the opportunity for interaction on screen, regardless of where the user navigates across the hotel website.</p> <h3>Advanced features</h3> <h4>'Call me' prompt</h4> <p>For all the new tech in the hospitality industry, humans are still the heart of quality customer service.</p> <p>Allowing users to request a call from the hotel team not only offers an opportunity to quickly and efficiently answer questions, it also offers an opportunity for conversion.</p> <p>Further, providing an easy method of moving an inquiry from online to the phone line is efficient, and a welcome customer service act that shows an appreciation of how important a user’s time is.</p> <h4>Chatbots </h4> <p>The integration of <a href="https://econsultancy.com/search/?locale=uk&amp;q=chatbot">chatbots</a> is on the rise across many industries, including hospitality. Users engage in an automated, conversational experience via text on a property’s website for a thoroughly modern user experience (UX).</p> <p>Many of today’s chatbot services are smart, adaptive and relatively easy to assimilate into existing sites. Most chatbots are equipped with natural language processing (NLP) and have become pretty good at decoding nuance and intent.</p> <p>Not only does the integration of chatbots show that you’re modern and dedicated to next-level customer service, the tool can be a source of business intelligence. If your chatbot is being bombarded with inquiries about checkout times, for example, it’s likely that information needs to be featured more prominently on the website, or that it might be missing entirely. </p> <p>Particularly for properties with a smaller staff, chatbot integration can really lend a helping hand.</p> <p><img src="https://assets.econsultancy.com/images/0009/5343/Chat_Bot_2_1000px.png" alt="chat bot" width="615"> </p> <h3>Elite features</h3> <h4>Live chat</h4> <p>Chatbots are a cool tool, still nothing beats that human touch.</p> <p>Across the internet, the most friction-free purchase experiences offer a 'live chat' option. It’s a UX feature people love, with one recent <a href="https://www.forrester.com/report/Making+Proactive+Chat+Work/-/E-RES57054">study</a> noting 44% of online consumers say that having questions answered by a live person during an online purchase is one of the most important features a website can offer.</p> <p>A separate <a href="https://www.zendesk.com/company/press/zendesk-benchmark-live-chat-drives-highest-customer-satisfaction/">report</a> recently noted 'chat' is becoming the customer service interaction of choice, with 92% of customers saying they feel satisfied when they use a website’s live chat feature, exceeding the satisfaction levels of using voice, email, even social media messaging like Facebook and Twitter. </p> <p>The integration of live chat can offer unique challenges when it comes to smaller hospitality groups. Travel is a global game, and servicing users from different time zones writing in different languages needs to be addressed, but the growing benefits – and expectations – of live chat is still worth investigating to see if it’s a fit for your particularly property. </p> <h4>'Triggered' live chat </h4> <p>Even more proactive than simply offering live chat is actually initiating a live chat session automatically.</p> <p>'Triggered' live chat sessions are prompted after a user has been inactive on the website for a predetermined amount of time. </p> <p>It's the digital equivalent to an on-property employee spotting a guest poring over a map and taking the initiative to ask “May I help you find something?” and a customer service feature that's sure to leave guests impressed. </p> <p>There are varying technology solutions for implementing the above contact enhancements. Meet with your trusted digital marketing partner to discuss which features are the best fit for your property, and put a plan in place that goes beyond 'contact us.'</p> <p><a style="color: #2976b2; text-decoration: none;" href="https://econsultancy.com/reports/a-guide-to-customer-experience-management/" target="_self"><img src="https://assets.econsultancy.com/images/0009/3592/Customer_Experience_Management_Best_Practice_Widget__1_.png" alt="customer experience management best practice guide (subscriber only)" width="615" height="242"></a></p> tag:econsultancy.com,2008:BlogPost/70083 2018-06-08T11:37:07+01:00 2018-06-08T11:37:07+01:00 19% of retailers cite data-driven marketing as top opportunity in 2018 Nikki Gilliland <p>This is just one of the most interesting takeaways from Adobe’s <a href="https://econsultancy.com/reports/digital-intelligence-briefing-2018-digital-trends-in-retail/" target="_blank">2018 Digital Trends in Retail</a> report, which comes from a survey of 600 senior retail leaders.</p> <p>So, why are retailers suddenly so excited about data strategies? Here’s more on that, plus a few more snippets from the report. </p> <h3>A data-driven mindset</h3> <p>It is clear that many retailers are starting to realise how data-driven strategies can set them apart from the competition.</p> <p>However, while there has been a marked increase in the number of retailers citing it as an exciting opportunity, this also tells us that it is perhaps still an aspiration rather than a reality.</p> <p>So, how do retailers bring this vision to fruition?</p> <p>Internal capabilities are certainly a big part, with roles ranging from chief data officers to web analysts being key for data-focused companies. </p> <p>Additionally, internal training is important, as is a ‘data-led mindset’, with leading companies now making this a company-wide and cultural change rather than a team-specific one.</p> <p><img src="https://assets.econsultancy.com/images/0009/5142/Data-driven_marketing.JPG" alt="exciting opportunities retail 2018" width="760" height="556"></p> <h3>Data to enhance CX</h3> <p>Another motivation for improving data analysis capabilities is to better understand the customer’s needs. 69% of retailers cited this as a ‘very important’ factor in delivering a great CX.</p> <p>It comes above and beyond other factors, such as the 53% that said the same about optimising internal collaboration between creative and marketing teams, and the 51% that cited improving content marketing through immersive storytelling.</p> <p>Interestingly, even when retailers aren’t explicitly referencing data, it’s still key to over-arching priorities. For example, targeting and personalisation lead the way in both North America and Europe as the top digital-related priorities for 2018.</p> <p><img src="https://assets.econsultancy.com/images/0009/5143/Internal_factors.JPG" alt="internal factors for CX" width="760" height="474"></p> <h3>Real-time experiences</h3> <p>Looking ahead, the report suggests that retailers are increasingly thinking about targeting ‘in-the-moment’ rather than based on past behaviour. 37% of retailers cite real-time personalised experiences as the most exciting prospect in three years’ time, with companies seemingly ready to embrace predictive analytics to help convert prospects into customers.</p> <p>Next up on this list is artificial intelligence to drive campaigns and experiences which, technically, can also be viewed as real-time personalisation. Machine learning can help retailers analyse vast quantities of data to provide relevant content and recommendations to consumers.</p> <p><img src="https://assets.econsultancy.com/images/0009/5140/real_time_experiences.JPG" alt="exiting retail trend three years" width="760" height="518"></p> <h3>Ongoing investment</h3> <p>Finally, the report suggests that ongoing investment in technology and marketing will be key to future success. </p> <p>As the lines between offline and online channels continue to blur, brands that neglect investment in integrated digital marketing run the risk of creating a disconnect between themselves and the consumer – regardless of perceived loyalty.</p> <p>Research suggests both good and bad news. Positively, 73% of respondents said they plan to increase digital marketing spending during 2018 – a higher percentage than the average across all sectors.</p> <p>However, 24% of retailers will be ‘making little or no investment’ in upskilling their staff, which – despite previous spend in this area – means many might lag behind the competition in the long run.</p> <p><img src="https://assets.econsultancy.com/images/0009/5141/Investment.JPG" alt="investment in digital marketing" width="760" height="530"></p> <p><em><strong>Subscribers can download the <a href="https://econsultancy.com/reports/digital-intelligence-briefing-2018-digital-trends-in-retail/" target="_blank">2018 Digital Trends in Retail</a>  report now.</strong></em></p> tag:econsultancy.com,2008:Report/4812 2018-06-06T10:00:00+01:00 2018-06-06T10:00:00+01:00 Digital Intelligence Briefing: 2018 Digital Trends in Financial Services <p>The <strong>2018 Digital Trends in Financial Services </strong>report is a barometer of the extent to which financial services and insurance (FSI) organisations are embracing digital technology, focusing their strategies and prioritising resources for the year ahead and beyond.</p> <p>The report is based on a sample of almost 700 senior industry leaders (manager level or above) who were among around 13,000 digital professionals taking part in the annual Digital Trends survey.</p> <h3>The following sections are featured in the report:</h3> <ul> <li>The CX imperative: meeting the fintech challenge</li> <li>Data, personalisation and AI</li> <li>Capabilities, skills and budgets</li> <li>Actionable tips to help future-proof your FSI business</li> </ul> <h3>Findings include:</h3> <ul> <li> <strong>FSI companies maintain focus on customer experience (CX) </strong><strong>and the customer journey. </strong>More than a quarter (28%) of FSI respondents rank optimising the CX as the ‘single most exciting opportunity’ in 2018, compared to 18% of their peers across all other sectors. They are also significantly more likely than their peers to regard customer journey optimisation as ‘very important’ over the next few years (81% for FSI vs. 69% for other sectors).</li> </ul> <ul> <li> <strong>Organisations in this sector are neglecting content as a key requirement in the recipe for creating compelling experiences.</strong> FSI companies are less inclined than their peers in other sectors to cite the creation of compelling content for digital experiences as the top opportunity for the year ahead (7% vs. 15%). Content marketing, content management, and creation and delivery of video content are also relatively off-radar as priorities for FSI companies, when compared with those outside of the industry.</li> </ul> <ul> <li><strong>FSI industry seeks to master data-driven marketing, personalisation and AI.</strong></li> <ul> <li>Data-driven marketing is regarded as the second most exciting opportunity for 2018, registering a percentage which is higher than the equivalent figure for respondents in other sectors (23% vs. 15%).</li> <li>More than a third (37%) of respondents in this sector describe targeting and personalisation as a top-three priority for 2018, compared to less than a quarter (23%) of respondents across all sectors.</li> <li>The majority (61%) of companies surveyed are either using artificial intelligence (AI) already, or planning to do so within the next 12 months, a percentage that puts this sector ahead of others (44%).</li> </ul> </ul> <ul> <li> <strong>Technology is a barrier to digital progress.</strong> The proportion of FSI companies that have implemented a highly integrated, cloud-based technology stack is in single figures (7%). Wealth and asset management providers are particularly challenged in respect of technology, with 61% rating technology as ‘difficult to master’.</li> </ul> <p><strong>Econsultancy's Digital Intelligence Briefings, sponsored by <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, look at some of the most important trends affecting the marketing landscape. </strong><strong>You can access the other reports in this series <a title="Econsultancy / Adobe Quarterly Digital Intelligence Briefings" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing">here</a>.</strong></p> tag:econsultancy.com,2008:Report/4809 2018-06-05T11:25:00+01:00 2018-06-05T11:25:00+01:00 Digital Intelligence Briefing: 2018 Digital Trends for Creative and Design Leaders <p>The <strong>2018 Digital Trends for Creative and Design Leaders </strong>report explores the priorities, opportunities and challenges ahead through the lens of creative and design professionals.</p> <p>For the first time our annual survey of digital professionals had specific questions for this cohort of respondents, to help us understand in more detail their opportunities and pain points.</p> <p>The research, conducted by Econsultancy in partnership with <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, is based on a sample of over 2,600 creative and design respondents who were among around 13,000 digital professionals taking part in the eighth annual Digital Trends survey.</p> <h3>The following sections are featured in the report:</h3> <ul> <li>Design-driven companies are outperforming competitors</li> <li>Top priorities and opportunities</li> <li>Challenges</li> <li>Actionable tips to help future-proof your creative and design capabilities</li> </ul> <h3>Findings include:</h3> <ul> <li> <strong>Design-driven companies are outperforming their peers. </strong>More than a quarter (26%) of senior creative and design professionals surveyed for this report regard their organisations as ‘definitely’ being design-driven, while a further 41% say this is ‘somewhat’ the case. Design-driven companies are almost twice as likely as other companies to be significantly outperforming their competitors (32% vs. 17%).</li> <li> <strong>Real-time personalisation is seen as the most exciting </strong><strong>opportunity. </strong>The most exciting opportunity for creative and design leaders in the medium term is delivering personalised experiences in real time, voted for by 31% of client-side and 39% of agency respondents.</li> <li> <strong>Poor processes and workflows are slowing down </strong><strong>creative and design leaders. </strong>Design-driven companies are 79% more likely than their peers to have the processes and collaborative workflows to achieve a design advantage (68% vs. 38%). Four in ten (40%) client-side creative and design leaders report that outdated workflows are a major internal barrier.</li> <li> <strong>Companies are reaping the benefits of AI. </strong>When asked what their organisations are using AI for, the most likely application is analysis of data, cited by 54% of client-side and 45% of agency respondents. For most other use cases, agency respondents are more likely than their client-side counterparts to indicate usage of AI, including for email marketing, programmatic advertising, on-site personalisation, content creation and automated campaigns.</li> <li> <strong>Creative and design talent is in short supply.</strong> More than a third (36%) of in-house practitioners cite access to creative talent as a key external challenge, while a similar percentage (37%) cite recruitment and retention of the right people with the right skills as a major internal barrier.</li> </ul> <p><strong>Econsultancy's Digital Intelligence Briefings, sponsored by <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, look at some of the most important trends affecting the marketing landscape. </strong><strong>You can access the other reports in this series <a title="Econsultancy / Adobe Quarterly Digital Intelligence Briefings" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing">here</a>.</strong></p> tag:econsultancy.com,2008:RoundtableEvent/959 2018-06-04T11:04:17+01:00 2018-06-04T11:04:17+01:00 Customer Lifetime Value: <p>It goes without saying that our customers are our greatest assets and the old adage that it costs less to retain existing customers than it does to acquire new ones is certainly still true for most marketers.</p> <p><strong>Customer Lifetime Value (CLV)</strong> is one of the most important metrics a business can have. Attend this roundtable to discuss and uncover ways to increase and measure your CLV.</p> <p><strong>What you'll discuss &amp; learn:</strong></p> <ul> <li>Best practice approaches and techniques for measuring CLV, plus the challenges and opportunities.</li> <li>Discover how other companies are overcoming challenges around measuring CLV, and put this into practice for your own strategy.</li> <li>What benefits do different companies see from CLV and what impact is this having on their business? </li> <li>What are the key considerations when developing your own CLV strategy?</li> <li>Get the answers to your specific CLV questions and challenges.</li> </ul> tag:econsultancy.com,2008:BlogPost/70050 2018-06-01T09:00:00+01:00 2018-06-01T09:00:00+01:00 What is ‘torrential engagement’ and how can brands capitalise on it? Nikki Gilliland <p>This sounds like typical millennial behaviour, right? A demographic that want everything or nothing at all? Perhaps, but it’s an interesting concept, and one which could help brands to better understand what makes consumers tick – and how to create engagement that lasts.</p> <p>Here’s more on Kantar’s theory, plus insight into what we can learn from it.</p> <h3>Saturation and screen overload </h3> <p>Kantar suggests that technology (and a constant stream of digital news and entertainment) has led to an ‘on or off’ style of engagement, with consumers constantly struggling between the desire to stay connected or to switch off. </p> <p>We’ve all been there. After a day of staring at a computer screen, when was the last time you went home and did something other than spend time staring at another screen – be it a television or your smartphone? </p> <p>Alongside a desire to switch off, Kantar also suggests that this had led to people consuming content in ‘microbursts’, i.e. in an increasingly fractured way. This means that, if a person is disengaged in that moment, they might scroll endlessly through social media without taking in a single post. </p> <p>This theory also applies to constantly switching the TV channel, absent-mindedly flicking through a magazine, or skipping songs on Spotify. </p> <p>While, in theory, it’s a marketer’s job to make people stop in moments like these, the notion of ‘torrential engagement’ means it is now infinitely harder to achieve. </p> <h3>A binge-watching culture</h3> <p>In contrast to this disconnection, an increase in technology usage can also lead consumers to display high-intensity engagement. The most obvious example is with streaming services like Netflix, which in itself has created its own culture of ‘binge-watching’ - whereby people are engaging with content for intense periods.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">kay, let's take it to a vote. "last night i was...</p> — Netflix UK &amp; Ireland (@NetflixUK) <a href="https://twitter.com/NetflixUK/status/998891844162465792?ref_src=twsrc%5Etfw">May 22, 2018</a> </blockquote> <p>Other forms of on-demand content as well as ecommerce platforms have played a part too, with consumers now wired to accessing whatever they want – whether that’s movies, music, podcasts, or products – whenever they want it. </p> <p>This level of autonomy (which ad-blockers also take to another level) also means that if consumers aren’t actively choosing to participate in a brand interaction, they are probably less likely to be open to receiving it.</p> <p>How can brands flip the switch? How can they connect with consumers who display this extreme style of (dis)engagement? </p> <h3>Reward high-intensity interactions</h3> <p>Kantar suggests that brands should forget about changing or interrupting torrential engagement. Rather, that they should accept engagement whenever it comes, and reward customers based on its intensity rather than longevity. </p> <p>The popular gaming app <a href="https://www.econsultancy.com/blog/69943-what-makes-hq-trivia-a-winning-mobile-app" target="_blank">HQ Trivia falls in line</a> with this notion, offering users big rewards for short bursts of intense engagement. Players are only required to use the app twice a day for a short period of time, ensuring that they are always highly engaged (rather than on a much lower yet more consistent basis).</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">it’s a family thing <a href="https://twitter.com/hqtrivia?ref_src=twsrc%5Etfw">@hqtrivia</a> <a href="https://t.co/YkFBeOhXGV">pic.twitter.com/YkFBeOhXGV</a></p> — becca (@lilhappybecca) <a href="https://twitter.com/lilhappybecca/status/998736511708422144?ref_src=twsrc%5Etfw">May 22, 2018</a> </blockquote> <p>Similarly, while many brand loyalty schemes reward users over long periods of time, make-up brand KIKO gives users extra points for on-the-spot interaction, such as leaving reviews and sharing purchases on social media. By doing so, it ensures higher engagement, and leaves users with a positive and memorable outcome.</p> <h3>Align with behaviour</h3> <p>Interestingly, Kantar also suggests that brands should align with different levels of engagement, even making low-level engagement (or autopilot behaviour) a priority. </p> <p>Amazon Dash (however successful it has been) is cited as an example here, with the technology deliberately designed so that consumers need little or next-to-no thought process while using it.</p> <p>Another interesting example is how Google is now designing technology to align with the desire to switch off. At the recent Google IO conference, it announced how the next version of Android (known as Android P) will deliberately give users ways to not use their phone. </p> <p>For example, it will display how much time has been spent in an app, and involve a ‘wind down’ mode that will turn all apps to grayscale after a set bedtime.</p> <p><img src="https://assets.econsultancy.com/images/0009/4752/JOMO.JPG" alt="Android P" width="740" height="550"></p> <p>Google has described this new ethos as a shift from ‘FOMO’ (fear of missing out) to JOMO (joy of missing out), with the brand not only rewarding disconnection but actively encouraging and championing it.</p> <h3>Create real-world experiences</h3> <p>Finally, brands should consider experiential marketing as a way to capture meaningful consumer engagement. This is because these in-person experiences tend to be isolated, short, and highly interactive – effective for capturing attention regardless of how readily engaged a person might be.  </p> <p>Moreover, richer real-world experiences tend to be far more memorable than digital ones, alongside the fact that there’s no easy ‘off’ switch when it comes to human interaction.</p> <p>On the back of offline experiences, <a href="http://cdn.eventmarketer.com/wp-content/uploads/2017/05/eventtrack-report-2017_execsummary.pdf?_ga=2.154688316.507600548.1496684928-757253711.1496684928)" target="_blank">EventTrack reports</a> that consumers are more likely to display online engagement, and continuing the cycle, it also suggests that 72% of consumers are more likely to purchase from a brand after seeing a friend post about it online.</p> <p>Refiney29 is one example of a brand that is adept at shifting consumer engagement from experiential to digital. Social media is intrinsic to its 29Rooms event - before, during and after it occurs. </p> <p><img src="https://assets.econsultancy.com/images/0009/4750/Refinery29.JPG" alt="29Rooms" width="760" height="481"></p> <p>By building hype and creating share-worthy experiences, the brand ensures users will be far more likely to engage when they scroll past one of its posts on social in future – successfully tapping into the notion of so-called ‘torrential engagement’.</p> <p><strong>Related articles:</strong></p> <ul> <li><a href="https://www.econsultancy.com/blog/69622-four-ways-brands-build-loyalty-engagement-without-using-points" target="_blank">Four ways brands build loyalty &amp; engagement (without using points)</a></li> <li><a href="https://www.econsultancy.com/blog/67523-engagement-is-a-better-route-to-campaign-accuracy-than-big-data-alone" target="_blank">Engagement is a better route to campaign accuracy than big data alone</a></li> <li><a href="https://econsultancy.com/blog/68617-three-factors-driving-the-future-of-customer-engagement" target="_blank">Three factors driving the future of customer engagement</a></li> </ul> tag:econsultancy.com,2008:BlogPost/70055 2018-05-31T09:00:00+01:00 2018-05-31T09:00:00+01:00 Five reasons for M&S' woes: from loyalty to innovation Nikki Gilliland <p>This time, however, things are undeniably bleak. And as a result, M&amp;S has given in to defeat – it’s just announced that it is to close 100 of its stores by 2022, alongside news of a 62% drop in pre-tax profits.</p> <p>While it’s easy to single out Marks &amp; Spencer’s failure, it would be foolish to disregard the wider retail industry as a whole - and the dwindling fortunes of the ‘great’ British high street. </p> <p>Overall retail sales growth has declined from 4.7% in 2016 to just 1.9% in 2017, meaning than retailers like Maplins, who couldn't always compete on price or convenience with Amazon, have struggled. Both Toys R Us and Maplin announced that they are heading into administration, while there have also been rumours that New Look is to close many of its stores, arguably because of tough competition both on the high street as well as online.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">My favourite shop closes forever! Goodbye <a href="https://twitter.com/hashtag/Maplin?src=hash&amp;ref_src=twsrc%5Etfw">#Maplin</a> <a href="https://twitter.com/hashtag/Birmingham?src=hash&amp;ref_src=twsrc%5Etfw">#Birmingham</a> <a href="https://t.co/bLXaitfIn7">pic.twitter.com/bLXaitfIn7</a></p> — Mike Johnson (@_Bostin_) <a href="https://twitter.com/_Bostin_/status/999634355008962560?ref_src=twsrc%5Etfw">May 24, 2018</a> </blockquote> <p>In this sense, there’s no denying that M&amp;S is just one of many struggling due to the current state of the high street, higher inflation and stagnant wages. But M&amp;S's brand and cultural heritage makes it a more interesting case. In the context of today’s retail landscape, where exactly is M&amp;S going wrong? More importantly – can it make a comeback? Let’s discuss.</p> <h3>Competition, both high and low</h3> <p>Perhaps the simple explanation is M&amp;S hasn't been doing enough to change things, with the retailer instead <a href="https://www.econsultancy.com/blog/67883-marks-spencer-what-does-putting-the-customer-at-the-heart-of-everything-mean" target="_blank">focusing on things like customer service</a> and store-layout rather than product or price. But do customers really care about this?</p> <p>While its financial state suggests that people are growing tired of M&amp;S, it’s also interesting how many speak so fondly of the retailer – even in overly sentimental terms. </p> <p>From the social cachet of its sausage rolls to the ever-present popularity of Percy Pigs, news of its dwindling fortunes has got everybody waxing lyrical about the part M&amp;S has played in their own lives. </p> <p>It seems to hold a cultural relevance that goes deeper than most retailers. There’s something quintessentially British about Marks’, and much like Cadbury’s chocolate or the Queen, us Brits seem ready to defend it to the hilt if anyone (other than ourselves) dare criticise it.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">Me: Goes to <a href="https://twitter.com/marksandspencer?ref_src=twsrc%5Etfw">@marksandspencer</a> to buy some healthy nibbles for today's BBQ. <br>Also me: Buys two large bags of Percy pigs <br>It's like an unwritten rule or something <a href="https://twitter.com/hashtag/PercyPigs?src=hash&amp;ref_src=twsrc%5Etfw">#PercyPigs</a></p> — Jessica Mennie (@JessicaMennie) <a href="https://twitter.com/JessicaMennie/status/1000700524805713926?ref_src=twsrc%5Etfw">May 27, 2018</a> </blockquote> <p>So, if we feel such an attachment to the store, why aren’t we shopping there? </p> <p>Quite simply, there are alternatives which now provide something it does not – both lower prices and better choice. From Aldi to George at Asda, there are a whole range of affordable, accessible and quality physical retailers stealing M&amp;S’ glory.</p> <p>For staples like underwear, people are finding it hard to resist Primark’s low prices. On the other end of the spectrum, supermarkets like Waitrose have been eating into the aforementioned sentimentality, with shoppers on the look-out for quality also going elsewhere for posh picnic fare.</p> <p>So, Marks &amp; Spencer’s has been stuck between a rock and hard place for quite some time. Should it concentrate on improving quality or lower prices? Compete with Lidl or John Lewis? Focus on food or homeware? </p> <p>Its inability to decide, alongside its determination to be all things to all people is perhaps the crux of the matter. Ultimately, in today’s highly competitive high street, being middle of the road means you are likely to be overlooked. </p> <h3>Lack of digital innovation</h3> <p>That being said, you could argue that other retailers (Debenhams, House of Fraser etc.) are slightly nondescript too. However, these brands – as well as known for being bigger department stores – also have fairly decent ecommerce offerings.</p> <p>Instead, while online sales have been increasing for M&amp;S, the retailer’s (lacklustre) digital presence has undoubtedly held it back. Its website is notably average, both in terms of <a href="https://econsultancy.com/blog/65244-where-did-the-marks-spencer-website-relaunch-go-wrong" target="_blank">design and ease-of-use</a>, with even chief executive, Steve Rowe, admitting that it is far too slow.</p> <p><img src="https://assets.econsultancy.com/images/0009/4816/M_S.JPG" alt="" width="760" height="573"></p> <p>The company has also acknowledged the need for action, recently announcing that it will execute ‘accelerated change’ to complete digital transformation, which has so far been too sluggish.</p> <p>One big change will be its partnership with IT firm Tata Consulting, which will help the company to replace legacy IT systems for employees. Alongside this, it plans to further invest in its main warehouse and online website. M&amp;S also hopes to move a third of its clothing and homeware sales online in the next few years, with improvements to its supply chain and delivery services.</p> <p>So, will a better online service entice shoppers back in? There’s no doubt it will help, especially considering growing consumer expectations for a fast, easy, and omni-channel experience. With the likes of ASOS winning online thanks to top quality logistics, M&amp;S has no choice but to step up its game.</p> <h3>In-store CX &amp; Sparks card</h3> <p>Another area which could definitely do with improvement is in-store CX.</p> <p>Last year, M&amp;S decided to separate its Food and Clothing divisions into two separate businesses, which are both now independently managed. While this makes sense to a large extent – each face different challenges – the two often still go together in the minds of consumers. This is because M&amp;S stores typically include both divisions, which only adds to the somewhat confused and jumbled nature of the in-store CX.</p> <p>Layout is often cited as a big bugbear for customers, both in terms of the confusing way clothing departments are set out, and how often things change around in-store. In comparison to other fashion retailers like Zara or John Lewis, M&amp;S stores also just feel quite dull and inspiring – and certainly outdated in terms of design. </p> <p>Of course, it wouldn’t make much sense for M&amp;S (which tends to appeal to an older demographic for clothing) to include flashy or bawdy design elements, however, it could certainly work on streamlining its stores as well as doing more to grab the attention of passers-by.</p> <p>Meanwhile, another big area of confusion for customers seems to be the Sparks loyalty system, which is often criticised for being overly convoluted and difficult to understand. Unlike a lot of loyalty programs, whereby points directly translate into money-off items, Sparks focuses on ‘exclusive’ offers and events, which from the sounds of it, don’t align to the typical needs or wants of regular M&amp;S shoppers. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">M&amp;S profits slump - quell surprise?! Your loyalty card system is terrible, unrewarding and complicated <a href="https://twitter.com/marksandspencer?ref_src=twsrc%5Etfw">@marksandspencer</a> and that’s just for starters</p> — Dr John Walter (@John___Walter) <a href="https://twitter.com/John___Walter/status/999351114440085509?ref_src=twsrc%5Etfw">May 23, 2018</a> </blockquote> <h3>Brand values</h3> <p>Lastly, it’s also been suggested that M&amp;S has been setting its sights too high – especially when it comes to corporate responsibility. </p> <p>Its <a href="https://corporate.marksandspencer.com/documents/plan-a/plan-a-2025-commitments.pdf" target="_blank">Plan A/2025</a> initiative is impressive and certainly determined - M&amp;S even calls it “an ambitious customer focused sustainability plan”. The report outlines the retailer’s aim to raise £25m for charities supporting cancer, dementia, heart disease and mental health, plus plans to halve food waste, improve communities, and reduce gas emissions. </p> <p><img src="https://assets.econsultancy.com/images/0009/4817/M_S_Plan_A.JPG" alt="" width="760" height="601"></p> <p>While Plan A did make headlines when it was released last year, I doubt many consumers are currently aware of it, or have even given much thought about sustainability in relation to the brand. </p> <p>Rather then, in conjunction with the promise of quality, perhaps M&amp;S should be making more noise about its ethics. Perhaps if it does (alongside improvements to its online capabilities and a better CX) it might help to re-establish the brand as a retailer that’s worth paying a bit more for. </p> <p>A brand that – alongside something special for dinner, or a really nice pair of slippers – can be counted on for decent values.</p> tag:econsultancy.com,2008:BlogPost/70042 2018-05-29T12:50:00+01:00 2018-05-29T12:50:00+01:00 Robots or humans: Which provide a better customer experience? Rebecca Sentance <p>The question of whether <a href="https://econsultancy.com/blog/68339-will-marketers-be-automated-out-of-a-job">robots will take over all of our jobs</a> has been hotly debated over the past several decades – a debate which has recently intensified thanks to <a href="https://econsultancy.com/blog/68770-an-introduction-to-ai-and-customer-service">advances in artificial intelligence</a>.</p> <p>Partial automation is already widespread in the service industry, with touch-screen checkouts, kiosks and ordering systems an increasingly common sight in shops and restaurants.</p> <p>Now, we’re seeing the rise of outlets which operate entirely without human interaction – though in the case of China Construction Bank, they are still well-staffed with security guards.</p> <p>The retail industry has been a hotbed for this kind of innovation: Amazon made waves in 2016 with its cashier-less grocery store, <a href="https://econsultancy.com/blog/69744-is-the-new-amazon-go-the-future-of-brick-and-mortar-retail">Amazon Go</a>, which has now officially opened to the public in Seattle, with <a href="https://www.seattletimes.com/business/amazon/amazon-go-targets-chicago-san-francisco-for-new-stores/">additional branches slated to open in Chicago and San Francisco</a>.</p> <p>In China, numerous companies are trialling lower-tech versions of the same concept, combining biometric identifiers (facial recognition, or walking gait) with mobile payments to enable customers to buy items without a human cashier. Elsewhere across the country, restaurants have experimented with robot waitstaff, and train stations are serviced by robot attendants.</p> <p>If this continues, what will the gradual disappearance of human customer service representatives from businesses mean for <a href="https://econsultancy.com/reports/customer-experience-optimization">customer experience</a>?</p> <p>As automation expands into more customer-service-intensive sectors like banking, will the potential increase in efficiency be offset by a decrease in customer satisfaction? Will brands be facing a trade-off between appearing cutting-edge and losing the personal touch?</p> <p><iframe src="https://www.youtube.com/embed/ZJWGtMC8F3s?wmode=transparent" width="560" height="315"></iframe></p> <h3>The impact of automation on customer experience</h3> <p>The advent of automated grocery stores and now, bank branches, has been hailed as revolutionary by many. And with so many of our everyday activities like shopping or banking already carried out online, without the need for human interaction, the idea of doing the same thing in a physical branch isn’t too hard for customers to adapt to.</p> <p>Liang Min, a young salesman and customer of China Construction Bank, <a href="http://www.ejinsight.com/20180417-china-bank-goes-staffless-at-a-branch-robots-replace-tellers/">told <em>EJ Insight</em></a> that automated bank branches “will be the trend of the future”.</p> <p>“For myself, I conduct all my banking affairs online and through machines,” he said. “I do not need people, just as I almost do not need cash. Many young people are like me.”</p> <p>However, Liang added that older people he knew were struggling to adapt to the technology. “My parents and older people find the machines bewildering and want to see real people.”</p> <p>In addition to being confused by or distrustful of the new technology, older customers are more likely to have access needs that a machine would have more difficulty adapting to, such as needing things repeated or explained more simply, or having hearing or visual impairments.</p> <p>Ageing populations are a huge and pressing problem around the world, with the percentage of the global population aged 65 and over <a href="https://www.nih.gov/news-events/news-releases/worlds-older-population-grows-dramatically">projected to reach 17% by 2050</a> (it currently sits at around 8.5%) – making this an important consideration for automated systems.</p> <p>For China’s elderly, the rise of robots can also come with a language barrier. Wang Weiling, an elderly Shanghainese woman, told <em>EJ Insight</em> that she prefers to interact with human staff at the bank because “the robot in this branch speaks only Mandarin. I prefer to talk Shanghainese.”</p> <p>With hundreds of different local dialects spoken across China – mostly by the elderly – this could also prove a genuine problem if automated bank branches are implemented at scale.</p> <p>Automation isn’t all bad news for customer experience. But it comes with a few double-edged swords, most notably around privacy and security, and efficiency and empathy.</p> <h4>Data collection, privacy and security</h4> <p>Using interconnected, automated systems in place of people has significant implications for both privacy and security. A system like Amazon Go has the opportunity to collect vast amounts of behavioural data on Amazon’s consumers, as Nikki Gilliland explains in her article, ‘<a href="https://econsultancy.com/blog/68683-what-can-marketers-learn-from-amazon-go-s-customer-experience">What can marketers learn from Amazon Go's customer experience?</a>’</p> <p>“For the first time ever, Amazon Go means consumers will waive their right to privacy while shopping in person. From what we put back on the shelf to the route we take while walking around the store – this information is all up for grabs.”</p> <p><iframe src="https://www.youtube.com/embed/NrmMk1Myrxc?wmode=transparent" width="560" height="315"></iframe></p> <p>More data on customer habits can be beneficial to improving the customer experience through <a href="https://econsultancy.com/blog/68285-six-things-to-consider-when-implementing-personalisation/">personalisation</a>, but as Nikki cautions, brands mustn’t go overboard.</p> <p>“From a marketing perspective, there is the temptation to over-egg personalisation to the point of being creepy. As a result, issues over consumer privacy could potentially be [their] downfall.”</p> <p>And with <a href="https://econsultancy.com/blog/69217-as-wpp-hit-by-cyberattack-brands-need-to-pay-more-attention-to-agency-security">large-scale cybersecurity breaches</a> increasingly making headlines, the potential consequences of a breach could be even more catastrophic, and damaging to consumer trust. Security and trust are important components of a positive customer experience, so brands that implement automation will need to give extra consideration to security concerns.</p> <h4>Efficiency versus emotional connection</h4> <p>Customers like a seamless, efficient brand experience, particularly when it comes to tedious tasks like grocery shopping and banking. Automation certainly promises to deliver, allowing customers to do what they need to and get out without too much forced brand interaction.</p> <p>As Nikki Gilliland points out, this is the antithesis of many marketing strategies, but the success of companies like Uber and Airbnb show how successful a “hands-off” approach to customer interaction can be.</p> <p>The downside of this is the removal of the human side to brand interactions. As humans we crave emotional connections with other human beings, particularly in the kinds of high-stress situations that lead us to deal with customer service.</p> <p>While the odd automated grocery store or bank branch won’t make a huge difference to our emotional states, if automation is rolled out on a wider scale across customer service, our satisfaction with brands could suffer.</p> <p>And what of the impact on brand reputation? Robots might have a reduced capacity for making mistakes, but do they make good brand ambassadors?</p> <p>That might depend on what kind of impression brands want to leave on the customer. If it’s important to your brand to appear forward-thinking and innovative, by all means staff your branches with robot representatives. But if your brand is one that prides itself on having a human touch, you’ll probably want to give them a miss.</p> <p><img src="https://assets.econsultancy.com/images/0009/4805/robot_revolution_1.png" alt="creation of robot adam" width="615"></p> <h3>The empathy economy?</h3> <p>All of this might seem like a far-off eventuality, but Amazon Go, China Construction Bank and businesses like them are the sign of things to come.</p> <p>A recent report by McKinsey Global Institute, ‘A future that works: Automation, employment, and productivity’, <a href="https://www.mckinsey.com/featured-insights/digital-disruption/harnessing-automation-for-a-future-that-works">estimated that</a> around half of all the activities people are paid to do in the world’s workforce could potentially be automated using existing technologies.</p> <p>In particular, the report identified manufacturing, accommodation and food service, and retail trade as the sectors most vulnerable to automation, adding that medium- and high-skill roles are at risk of automation as well low-skill, low-wage work.</p> <p>For customer service, though, there might be a silver lining. Writing for Business Insider, Loup Ventures’ Doug Clinton <a href="http://uk.businessinsider.com/automation-will-make-customer-service-the-most-in-demand-job-in-tech-2018-2?r=US&amp;IR=T">put forward an interesting take</a> in which he posited that customer service specialists will become “the new rock stars of the technology industry”.</p> <p>Because empathy is a uniquely human skill, it will likely become all the more valuable in an increasingly automated world.</p> <p>This, Clinton argues, will create new opportunities for monetisation, resulting in the creation of an “empathy economy” where services that augment and build human empathy can be bought and sold.</p> <p>In other words: if your automated business has a less-than-stellar customer experience, you may be able to invest in some additional empathy from the Empathy Marketplace.</p> <p><a href="https://econsultancy.com/reports/a-guide-to-customer-experience-management/"><img src="https://assets.econsultancy.com/images/0009/3592/Customer_Experience_Management_Best_Practice_Widget__1_.png" alt="customer experience management best practice guide (subscriber only)" width="615" height="242"></a></p> tag:econsultancy.com,2008:Report/3008 2018-05-29T11:30:00+01:00 2018-05-29T11:30:00+01:00 Internet Statistics Compendium Econsultancy <p>Econsultancy’s <strong>Internet Statistics Compendium</strong> is a collection of the most recent statistics and market data publicly available on online marketing, ecommerce, the internet and related digital media. </p> <p><strong>The compendium is available as 11 main reports across the following topics:</strong></p> <ul> <li><strong><a href="http://econsultancy.com/reports/advertising-media-statistics">Advertising</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/content-statistics">Content</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/customer-experience-statistics">Customer Experience</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/web-analytics-statistics">Data and Analytics</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/demographics-technology-adoption">Demographics and Technology Adoption</a></strong></li> <li><strong><a href="http://econsultancy.com/uk/reports/ecommerce-statistics">Ecommerce</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/email-ecrm-statistics">Email and eCRM</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/mobile-statistics">Mobile</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/search-marketing-statistics">Search</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/social-media-statistics">Social</a></strong></li> <li><strong><a href="http://econsultancy.com/reports/strategy-and-operations-statistics">Strategy and Operations</a></strong></li> </ul> <p>Updated monthly, each document is a comprehensive compilation of internet statistics and digital market research with data, facts, charts and figures. The reports have been collated from information available to the public, which we have aggregated together in one place to help you quickly find the internet statistics you need - a huge time-saver for presentations and reports.</p> <p>There are all sorts of internet statistics which you can slot into your next presentation, report or client pitch.</p> <p><strong>Sector-specific data and reports are also available:</strong></p> <ul> <li><strong><a title="B2B Internet Statistics Compendium" href="http://econsultancy.com/reports/b2b-internet-statistics-compendium">B2B</a><br></strong></li> <li><strong><strong><a title="Financial Services and Insurance Internet Statistics Compendium" href="https://econsultancy.com/reports/financial-services-and-insurance-internet-statistics-compendium/">Financial Services and Insurance</a></strong></strong></li> <li> <strong><a title="Healthcare and Pharmaceuticals Internet Statistics Compendium" href="https://econsultancy.com/reports/healthcare-and-pharmaceuticals-internet-statistics-compendium/">Healthcare and Pharmaceuticals</a></strong><strong> </strong> </li> <li><strong><a title="Retail Statistics Compendium" href="https://econsultancy.com/reports/retail-statistics-compendium/" target="_self">Retail</a></strong></li> <li><strong><a title="Travel Statistics Compendium" href="https://econsultancy.com/reports/travel-statistics-compendium/" target="_self">Travel</a></strong></li> </ul> <p><strong>Regions covered in each document (where data is available) are:</strong></p> <ul> <li><strong>Global</strong></li> <li><strong>UK</strong></li> <li><strong>North America</strong></li> <li><strong>Asia</strong></li> <li><strong>Australia and New Zealand</strong></li> <li><strong>Europe</strong></li> <li><strong>Latin America</strong></li> <li><strong>MENA</strong></li> </ul> <p>A sample of the Internet Statistics Compendium is available for free, with various statistics included and a full table of contents, to show you what you're missing.</p>