I'm really excited to be a keynoting the WOMMA Summit in Miami this November. It's going to be a great event, including speakers from Comedy Central, Nissan, Twitter, Google and more -- and I'm glad to be part of it.
But to do a great keynote, I need to ask for your help: I'm working with WOMMA to generate fresh survey data for this event. If you're a brand-side marketer whose company uses word of mouth marketing, could you take a few minutes to complete our survey? It won't take long -- and to thank you for your time, we'll be sure to send you a copy of the aggregated data.
Digital advertising is akin to a carpenter’s toolbox. Each tool in the box serves a different purpose and was made to accomplish a specific task. Similarly, native advertising, or sponsored content, is a marketing tool that marketers can use as a complement to other forms of digital advertising to achieve a specific purpose.
Forrester defines native advertising as: Any form of paid or sponsored content that directly and transparently contributes to the experience of the site or platform where it appears by aligning with the format, context, or purpose of that site or platform’s editorial content page.
While Asia Pacific marketers have yet to invest in native advertising in a big way, native advertising provides them with an additional avenue to better engage with customers and win their preference. Native advertising is more engaging than display advertising and is also showing early success on consumers’ mobile screens. For example, content marketer Contently saw a clear 10% rise in brand opinion among its engaged subscribers, while Virgin Mobile USA claimed that native ads led to a 200% uplift in the likelihood to consider its brand. Taboola, Virool, and Skyword are examples of companies that can help marketers drive discovery of their content and improve engagement. I discuss how marketers can work with them in my latest report.
In 2015, consumers of all ages are extremely connected — the average US online adult uses more than four connected devices, and 70% use a smartphone. Marketers today want to know who the early adopters are, how far behind the laggards are, and what types of technologies they need to incorporate into their marketing and customer interaction mix.
Because of sharp differences in technology adoption by age, we analyze our findings through a generational lens, including Gen Z, Gen Y, Gen X, Younger Boomers, Older Boomers, and the Golden Generation. So what did we find this year? Not surprisingly, younger generations lead in technology uptake, with Gen Yers leading the way — showing the highest uptake of Internet-connected TVs, smartphones, and tablets. Older generations lag behind, but even members of the Golden Generation use more than three connected devices, on average.
Few consumers categories have seen the explosive adoption that wearables have - especially fitness wearables.The category has gone from zero to tens of millions in sales in less than five years.
Without smartphones, however, the wearables market is likely nothing more than a fad for devoted athletes and passionate (or overzealous) weekend warriors. Smartphones have fueled growth in two core ways:
Mass adoption of smartphones made the components cheap.
Apps allowed for and created the engagement (e.g., gamification, competition, support, coaching) consumers need to meet their goals.
Don’t miss the latest in a series of reports we've published about the state of customer experience around the world. We have told you how companies in India, Australia, China,the US, and Canada perform. It’s time to shed some light on the European CX landscape, by looking at which French, German, and UK brands create the most loyalty with their customer experience. There’s good news and bad news in this latest CX Index report. Let's get the bad news out of the way first:
The majority of brands in the UK, Germany, and France deliver mediocre experiences. In an era where customer obsession is the best strategy for winning and retaining customers,the unfortunate reality is that no brands in the UK, Germany, or France achieved excellent scores, and only 12% and 14% received a good score in the UK and Germany, respectively.
Not a single brand’s CX in France achieved even a good score. Adding to the bad news, 5% of French brands ranked in the very-poor category.
Cloud is becoming the new norm for enterprises. More and more companies across the globe are using a combination of two or more private, hosted, or public cloud services – applying different technology stacks to different business scenarios. Hybrid cloud management is now an important priority that enterprise architecture (EA) professionals should consider to support their organizations on the journey toward becoming a digital business.
I’ve recently published tworeports focusing on how to manage the complexity of hybrid cloud. These reports analyze the key dimensions to consider for hybrid cloud management and present four steps to help move your firm further along the path to hybrid maturity. To unleash the power of digital business, analyze the strategic hybrid cloud management practices of visionary Chinese firms on their digital transformation journey. Some of the key takeaways:
Align hybrid cloud management capabilities with your level of maturity . Hybrid cloud maturity is a journey of digital transformationcovering four steps: initial acceptance, strategic adoption, hybrid operationalization, and hybrid autonomy; maturity is measured by familiarity with, experience with, and knowledge of how to operate cloud. EA pros should build their management capabilities step by step, aiming to unify and automate cloud managed services by understanding technical dependencies and business priorities.
Consumers (and B2B customers) are more and more empowered with mobile devices and cloud-based, all but unlimited access to information about products, services, and prices. Customer stickiness is increasingly difficult to achieve as they demand instant gratification for their ever changing tastes and requirements. Switching product and service providers is now just a matter of clicking a few keys on a mobile phone. Forrester calls this the age of the customer, which elevates business and technology priorities to achieve:
Business agility.Business agility often equals the ability to adopt, react, and succeed in the midst of an unending fountain of customer driven requirements. Agile organizations make decisions differently by embracing a new, more grass-roots-based management approach. Employees down in the trenches, in individual business units, are the ones who are in close touch with customer problems, market shifts, and process inefficiencies. These workers are often in the best position to understand challenges and opportunities and to make decisions to improve the business. It is only when responses to change come from these highly aware and empowered employees, that enterprises become agile, competitive, and successful.
Last year, the number of smartphone subscribers in the world surpassed the number of feature phone subscribers. We expect the share of people using smartphones to grow at a rapid pace through 2020, when 87% of all mobile subscribers will have a smartphone. Several factors will drive this trend, including the falling average selling price of smartphones, the increasing availability of low-cost data plans, greater 3G penetration, and the continued rise of mobile messaging apps, social media, mCommerce, and mobile apps. The majority of new smartphone subscribers will come from Asia Pacific and Africa; the opportunity that developed markets present to handset manufacturers is primarily in the form of handset replacement. According to our recently published Forrester Research World Mobile And Smartphone Adoption Forecast, 2015 To 2020 (Global), in 2020 there will be more than 5.4 billion active smartphones in the hands of more than 3.6 billion subscribers across the globe. Some of the implications of rapid smartphone growth are as follows:
Shortening the smartphone replacement cycle in developed markets.In most developed markets, smartphone penetration is saturating; vendors are expected to launch programs like Apple’s iPhone Upgrade Program to increase smartphone sales by shortening the replacement cycle. And it’s not just the US; handset manufacturers or telcos may launch similar programs in other regions with high smartphone penetration, including Australia, Canada, France, Germany, Hong Kong, the Netherlands, Norway, Saudi Arabia, Singapore, South Korea, Spain, Sweden, the UK, and the United Arab Emirates.
I frequently help Forrester clients come up with shortlists for incident response services selection. Navigating the vendor landscape can be overwhelming, every vendor that has consultant services has moved or is moving into the space. This has been the case for many years, you are probably familiar with the saying: "when there is blood in the water." I take many incident response services briefings and vendors don't do the best job of differentiating themselves, the messages are so indistinguishable you could just swap logos on all the presentations.
Early next year, after the RSA Conference, I'm going to start a Forrester Wave on Incident Response services. Instead of waiting for that research to publish, I thought I'd share a few suggestions for differentiating IR providers.
What is their hourly rate? This is typically my first question; I use it as a litmus test to figure out where the vendor sits in the landscape. If the rate is around $200 you are typically dealing with a lower tier provider. Incident response is an area where you get what you pay for. You don't want to have to bring in a second firm to properly scope and respond to your adversaries.
How many cases have they worked in the previous year? You want to hire an experienced firm; you don't want to work with a consultancy that is using your intrusion to build out the framework for their immature offering. While volume alone shouldn't be the key decision point, it does give you an objective way to differentiate potential providers.
“It takes a village” – but when it comes to building smart cities, it takes far more than that. Developing smart cities requires strategic partnerships, creative business models, change management – and according to my latest report, co-authored with my colleague Jennifer Belissent – citizen buy-in. In order for smart city technology to take hold, governments must incorporate citizens’ perspectives into their strategy long before giving their plans the green light.
Gathering citizen perspectives on so nascent a concept is a classic challenge; however, current attitudes and behaviors signal citizen readiness for smart cities. For instance, as US and UK online adults become aware of smart city solutions, they grow deeply intrigued. And, according to Forrester’s Consumer Technographics® survey and behavioral tracking data, online adults’ current device activities lend themselves to participating as engaged digital citizens:
US and UK citizens are equipped to interact with their community and governments through new technology, which suggests a readiness for smart city applications and services. However, citizens are conscious of the fact that this smart city sophistication comes with tradeoffs, like threats to data privacy and the risks of relying on one digital system.