Samuel   Stern

Samuel Stern

Principal Analyst Serving Customer Experience Professionals

Sam is a principal analyst in Forrester's customer experience research practice. His research topics include customer-centric culture, employee engagement in delivering better customer experiences, and how to deploy different research techniques to create better experiences. Sam is also the host of CX Cast, Forrester's weekly customer experience podcast.

Previous Work Experience

Prior to joining the research team, Sam launched and managed Forrester's Customer Experience Council and Customer Experience Executive Program, which are peer networks for customer experience executives. In his role, Sam and his team supported more than 170 chief customer officers and other customer experience executives at large companies in North America and Europe, partnering with them to help them drive customer experience transformations at their respective companies.

Previously, Sam managed Forrester's customer experience consulting practice.

Education

Sam holds a master's degree in human factors in information design from Bentley University and an undergraduate degree from Yale University in history and sociology.

Samuel Stern

Principal Analyst Serving Customer Experience Professionals

Sam is a principal analyst in Forrester's customer experience research practice. His research topics include customer-centric culture, employee engagement in delivering better customer experiences, and how to deploy different research techniques to create better experiences. Sam is also the host of CX Cast, Forrester's weekly customer experience podcast.

Previous Work Experience

Prior to joining the research team, Sam launched and managed Forrester's Customer Experience Council and Customer Experience Executive Program, which are peer networks for customer experience executives. In his role, Sam and his team supported more than 170 chief customer officers and other customer experience executives at large companies in North America and Europe, partnering with them to help them drive customer experience transformations at their respective companies.

Previously, Sam managed Forrester's customer experience consulting practice.

Education

Sam holds a master's degree in human factors in information design from Bentley University and an undergraduate degree from Yale University in history and sociology.

Samuel Stern's Research

Most RecentMost Popular
  • For Infrastructure & Operations Professionals

    REPORT: Focus On Employees' Daily Journeys To Improve Employee Experience

    Continuous Improvement: The Employee Experience Playbook

    April 20, 2018 David K. Johnson, Samuel Stern

    You've rolled out Microsoft Office 365, SharePoint, and a host of mobile apps for employees, but adoption and satisfaction are both stubbornly low. What's missing? Often, organizations have an insufficient understanding of how employees use technologies in their daily work, leading to inappropriate decisions about the choice of technology and how to implement it so employees will find it useful. In this report, we offer infrastructure and operations (I&O) professionals a solution to this problem, grounded in psychological and organizational behavior research. This is an update of a previously published report; Forrester reviews and revises it periodically for continued relevance and accuracy.

  • For Customer Experience Professionals

    REPORT: Avoid These 14 CX Misconceptions

    March 19, 2018 Rick Parrish, Kelly Price, Ryan Hart, Andrew Hogan, TJ Keitt, Faith Adams, Maxie Schmidt-Subramanian, Samuel Stern

    To provide a great customer experience (CX) reliably and efficiently, companies must master all six competencies of CX management (CXM). However, misconceptions can cause even the most experienced CX professionals to stumble along the path to CXM maturity. In this report, we detail the most common misunderstandings and explain how CX professionals can get back on track.

  • For Customer Experience Professionals

    REPORT: How To Put Customers Front And Center For Behind-The-Scenes Employees

    Three Methods To Connect Behind-The-Scenes Employees To Their Customer Impact

    March 14, 2018Samuel Stern

    Firms need all employees to contribute to great experience delivery. But for behind-the-scenes employees who lack direct contact with customers, such as the corporate legal team and IT managers, establishing customer centricity is a tall order. Customer experience (CX) professionals should use each of the three techniques outlined in this report to help connect behind-the-scenes colleagues with their impact and influence on customer experience.

  • For eBusiness & Channel Strategy Professionals

    REPORT: Fix Your Culture Gaps To Speed Up Digital Transformation

    Beginner Level: Culture Practices For Digital Business

    February 26, 2018 Alyson Clarke, Jacob Morgan, Michelle Beeson, Samuel Stern

    Culture is one of the biggest barriers to digital transformation. Many firms put it in the "too hard" basket, focusing on all the other aspects of digital transformation until they can't ignore it any longer. But culture is the glue that binds strategy, technology, processes, and organization. It's difficult to identify and alter, but it's foundational. This report describes how digital business leaders can seed the cultural changes that start to move their organization toward a digital culture.

  • For Customer Experience Professionals

    REPORT: How Firms Help Employees Evoke Emotions That Deepen Customer Loyalty

    Create More Positive Emotions And Heighten Memories Of Positive Emotions

    January 10, 2018Samuel Stern, Danielle Place, Margaret Rodriguez

    Emotions drive customers' perceptions — and human interactions are more emotionally resonant than digital interactions. That's why CX pros must help their colleagues deliver experiences that create more positive customer emotions. They can do this by sharing information about what matters to customers and training and coaching employees about what they should do to evoke positive customer emotions. To get more value out of good employee experience delivery, firms must also help customers better remember positive emotions associated with past interactions.

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