eCommerce Evolution In Brazil

Zia Daniell Wigder

Many brands eyeing Latin American eCommerce markets look first to Brazil, and with good reason. Brazil is Latin America’s largest online retail market by a wide margin and growth rates remain high: Our forecast shows the market growing by a CAGR of 18% to reach $35 billion in 2018. 

As in every fast-growing eCommerce market, however, companies that compete in this environment face numerous challenges. Issues like complex tax navigation and the long path to profitability are well documented. In addition, companies need to prepare for shifts in what consumers buy online and how they make these purchases. The dynamics of online shopping are shifting.   

Our report published today on The Evolution Of eCommerce In Brazil (client access req’d) discusses five trends that will impact the online retail market in the country. While these same trends will play out in many markets around the globe, our report dives into how and when we expect to see shifts in Brazil. 

For example, in Brazil:

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Another Year Brings Increasing Business Dissatisfaction But Also Opportunity!

John Rakowski

I know it's Friday and I hate to be gloomy just before the weekend but I could not let this wait. Last year, we (George Colony actually) released a report in which we highlighted that 32% of respondents to our Forrsights Business Decision-Makers Survey in 2012 stated that they believe their IT department hinders business success. Unfortunately in 2014, this figure has jumped to 43%!

This is really worrying for me and should be for you also because technology, and specifically digital technologies, are catalysts for commercial success in all industries. This means that I&O should really be a key partner helping drive strategies here but this rising dissatisfaction also highlights a trust issue – and without trust from our business co-workers we have no chance of changing the direction of this stat. This prompted myself and my co-worker Anthony Mullen in the Marketing Leadership role to research and write the report – “Five Ways To Impress Marketing And Support Digital Business Transformation” which has just been released.

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The Evolution Of Consumer Attitudes On Privacy

Fatemeh Khatibloo

With Anjali Lai

The tide is turning on privacy. Since the earliest days of the World Wide Web, there has been an increasing sense that the Internet would effectively kill privacy – and in the wake of the NSA PRISM program revelations, that sentiment was stronger than ever. However, by using our Forrester’s Technographics 360 methodology, which blends multiple qualitative and quantitative data sources, we found that attitudes on privacy are evolving: Consumers are beginning to shift from a state of apathy and resignation to caution and empowerment.

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Is Your CRM Not Working For You?

Kate Leggett

I get a lot of inquiries which go something like this: “we implemented a CRM solution from Vendor X, and it doesn’t work. Nobody is using it, and when they are forced to use it, it is slowing them down instead of making their life easier.  Are there solutions from Vendor Y or Z that would do a better job for us?”

My answer goes something like this: "CRM solutions are mature. Most vendor solutions are chock full of features and functions – probably more than you would ever need. Your CRM is not supporting your needs, perhaps, because:

  1. You don't have crisp definitions of your processes, the stages within processes, and the exit criteria to move to the next stage (ex. what are your criteria to promote a lead to an opportunity? Are they the same for all business units?)
  2. You have implemented your CRM without doing any customization or configuration. As a result, your organizational processes are not well supported in your CRM
  3. You have not paid attention to your data quality. Users don't trust the data that they use.
  4. You haven't spent the time to integrate other systems to your CRM, so you cannot empower your customer facing personnel with all the information they need from your CRM. It's not helping them get their job done easier or faster.
  5. You don't have the right reports available to your end users to allow them to measure their performance.
  6. You haven't focused on usability or the user experience. The UI is probably not role based, or tailored to what your users need, and you haven’t thought though the actual data elements that are important to your users at the various stages of your processes.
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Privacy Won’t Derail Wearables, But Could Undermine Your Company

JP Gownder

Wearables are opening up exciting new scenarios for consumers and enterprise users alike, but the wider conversation on wearables has taken a privacy-oriented turn. The New York Times and WIRED, among others, have covered the emerging privacy concerns associated with wearable devices.

Particular ire has developed against Google Glass. An online activist group, Stop the Cyborgs, opposes Google Glass and related wearables, which the organization says will "normalize ubiquitous surveillance." Stop the Cyborgs offers downloads of anti-Glass graphics for posting in public places and online to spread the message that wearables are inherent privacy violators.

In a major new Forrester report, we present data and insights to help Infrastructure & Operations professionals who are piloting or planning to trial wearables navigate the privacy waters. As a teaser, here are some of our findings:

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The Data Digest: The Evolution Of Consumer Attitudes On Privacy

Anjali Lai

With Fatemeh Khatibloo

The tide is turning on privacy. Since the earliest days of the World Wide Web, there has been an increasing sense that the Internet would effectively kill privacy – and in the wake of the NSA PRISM program revelations, that sentiment was stronger than ever. However, by using our Forrester’s Technographics 360 methodology, which blends multiple qualitative and quantitative data sources, we found that attitudes on privacy are evolving: Consumers are beginning to shift from a state of apathy and resignation to caution and empowerment.

In our recently published report, we integrate Forrester's Consumer Technographics® survey data, ConsumerVoices Market Research Online Community qualitative insight, and social listening data to provide a holistic view of the changes in consumer perceptions and expectations of data privacy. In the past year, individuals have 1) become much more aware about the ways in which organizations collect, use, and share personal data and 2) have started to change their online behavior in response: 

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Next-Generation Services Create New Sources Of Competitive Advantage

Fred Giron

Companies understand the urgency of ramping up their business technology (BT) capabilities to help the business innovate and grow. Increasingly, they realize that they cannot do this alone and firms will require partners that can help deliver agile services that bring fast and predictable outcomes to the business. For instance, Bharat Light and Power (BLP), one of the largest clean energy generation companies in India, signed in late 2013, a 10-year engagement with IBM to build a new business capability that aims at nothing short of transforming the utility sector in India. In a few words (more details are available in this report), BLP and IBM are creating an open energy service platform that will help BLP understand how to optimize the utilization of its wind turbines. The really interesting part for me lies in the way the company intends to leverage the information generated by this platform as the basis of its competitive advantage. The energy service platform will indeed act as an expertise repository that BLP can leverage to:

  • Increase the value of its own assets. As the company operates, grows, and optimizes its own asset efficiency, it learns how the climate, power grid, and wind turbines influence a vital business metric for a utility company: the plant load factor (PLF). This will allow the company to generate more revenues from its existing assets.
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Which Firm Poses The Biggest Disruptive Threat To Retail Financial Services?

Benjamin Ensor

Over the past few months, we've been researching a series of reports about the disruptive potential of various clusters of new entrants into financial services, from social lending and crowdfunding to digital investment managers and digital banks.

But many eBusiness executives are more concerned about the potential impact of technology giants like Amazon, Apple or Google with their deep pockets, technological prowess and broad consumer reach.

I originally posted this question on one of Forrester's internal collaboration platforms, but I was so intrigued by the results from my colleagues I thought I would post the same question here to see whether your perspective similarly is thought-provoking.

Please vote in my poll in the column to the right of this post. ->

Have I missed any firms that you think have even greater potential, or plans, to disrupt retail financial services?

The Landscape Of Loyalty Providers: Everything But The Kitchen Sink?

Emily Collins

I field a lot of inquires from clients in various stages of loyalty vendor selection projects. Some come with a tightly defined short list, but more often than not, they aren't even sure where to start. Customer loyalty initiatives take several forms including highly structured programs and loosely tied customer service, marketing, and product development tactics spread throughout the organization. As such, vendors of all types -- from loyalty-specific service providers and platforms to customer engagement agencies and analytics service providers -- bring loyalty strategy, management, and marketing chops to the table: 

Loyalty provider categories

With so many different providers knocking on their door, it's no surprise that marketers feel overwhelmed by the selection process. My most recent report cuts through the clutter by organizing loyalty providers into categories based on their core offerings and delivery models. But, before you start dropping vendor names into a shortlist, you first must answer these three questions:

  • How does your company approach loyalty? Take stock of your existing retention tactics and how customers currently interact with your products, services, and brand. Outlining your organization’s approach will help you select new partners but also potentially enrich relationships with existing partners.
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Customer Privacy Is A European CIO Priority

Dan Bieler

With Enza Iannopollo

Customers value tailored offerings. And consumers are increasingly aware of what Forrester calls the “privacy-personalization paradox” — that is, the paradox between their desire for personalization and their desire to keep their data private. A 2013 survey by Populus for Sky IQ of 3,097 UK adults found that 51% believe it is useful for brands to know some information about them, and 53% trust brands to act responsibly with their data. The same survey reveals that 79% respondents are careful about the type of information they pass to organizations, 63% worry about how much personal data they have revealed online, 48% say that data privacy is an issue they think about, and 46% do not trust social networks with their personal data.

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