As the importance of technology to consumers continues to grow, pretty much anyone working for a company that wants to improve their customer experience needs to understand consumers’ technology behaviors. Questions companies ask include: “How did US consumers’ technology use change in 2014?” “Who are the early adopters of wearable devices?” “Are older adults using digital media?” “Are Millennials really ready to cut the cord?” These are just a few of the questions we answer in our newly released report on The State Of Consumers And Technology: Benchmark 2014, US. This data-rich report is a graphical analysis of a range of topics about consumers and technology and serves as a benchmark for consumers’ level of technology adoption, usage, and attitudes. Our annual benchmark report is based on Forrester's Consumer Technographics® online benchmark surveythat we've been fielding since 1998.
To compete in today's global economy, businesses and governments need agility and the ability to adapt quickly to change. And what about internal adoption to roll out enterprise-grade Business Intelligence (BI) applications? BI change is ongoing; often, many things change concurrently. One element that too often takes a back seat is the impact of changes on the organization's people. Prosci, an independent research company focused on organizational change management (OCM), has developed benchmarks that propose five areas in which change management needs to do better. They all involve the people side of change: better engage the sponsor; begin organizational change management early in the change process; get employees engaged in change activities; secure sufficient personnel resources; and better communicate with employees. Because BI is not a single application — and often not even a single platform — we recommend adding a sixth area: visibility into BI usage and performance management of BI itself, aka BI on BI. Forrester recommends keeping these six areas top of mind as your organization prepares for any kind of change.
Some strategic business events, like mergers, are high-risk initiatives involving major changes over two or more years; others, such as restructuring, must be implemented in six months. In the case of BI, some changes might need to happen within a few weeks or even days. All changes will lead to either achieving or failing to achieve a business. There are seven major categories of business and organizational change:
The Webster Dictionary describes fatigue (also sometimes called exhaustion, tiredness, languor, lassitude or listlessness) as "a subjective feeling of tiredness which is distinct from weakness, and has a gradual onset."
Technology management transformations - and in specific, I&O transformations - suffer from fatigue in many organizations. Some of it is due to the fact that the term "transformation" is more jargon than anything real. Transformation means many things to many people and therfore we never really exit a transformation as we move from project to project, continually transforming.
If I asked you, does I&O transformation mean reshaping your architecture? Streamlining your service management and integration (SIAM) processes? Adjusting your automation strategy? Improving your application performance management to become more proactive? Reducing operational cost? Shifting your infrastructure and applications into the cloud? You would say "yes" to all of them, with all of them being described as some kind of transformation. Eliminating fatigue means following a transformation plan. The plan needs to be supported with details to shift the conversation from costs of the technology “feeds and speeds” to how the technology will enable the business to win, serve, and retain their customers.
I would like to take the opportunity to remind you of our upcoming Sales Enablement Forum on March 2-3 in Scottsdale, Arizona,where the overall theme this year is about the different approaches required to optimize your B2B sales channels. Our research shows that more transactional buyers now prefer more automation and self-service (eBusiness); whereas executives who are involved in buying prefer (no, insist on) having conversations and engagement that match their problem-solving needs. So we have designed an agenda that covers direct selling, selling through channel partners, as well as selling through eBusiness interactions. And, as this is a strategic topic, over and perhaps above the discipline of selling itself, most of the presentations will be made by marketing leaders in the B2B companies we have invited.
Asia Pacific marketers have moved from experimenting with social media in the recent past to integrating it into their marketing mix. However, a large number are guilty of setting and measuring metrics, such as vanity metrics, that do not inform the next course of action.
To increase your chances of social marketing success, you must:
Build an understanding of your audience. Brands all too often mistake social media platforms as a broadcast channel and rave about their own products and services without first understanding the conversations going around them. Astute marketers will first deploy listening platforms by studying the social behaviors of their target audiences and the context of their conversations. Forrester’s Social Technographics® will tell you both how social your audience is and the types of social behaviors in which they engage.
Invest in social marketing based on clear business outcomes. Many Asia Pacific marketers are still allocating media budgets based on user consumption of media — or worse, on how budgets were allocated in previous years. But this model is obsolete, thanks to new methods of accessing data and harnessing technology. Marketers must be able to answer which specific social activities drive specific business outcomes and boldly reallocate marketing investments based on these. For instance, marketers must show how their Facebook strategy has driven fans to their eCommerce site and helped stimulate them to complete a sale.
Latin America remains solidly on the radar of eCommerce leaders taking their brands global—at the same time, local players are rolling out sophisticated offerings of their own to compete with the growing number of international players in the region. Which trends will propel eCommerce forward and how big will these markets be in five years? Our newly published forecast addresses both topics for the three largest markets in Latin America: Brazil, Mexico and Argentina. We find that:
Young, increasingly digital shoppers are driving eCommerce across the region... The markets of Latin America boast not just a rising middle class, but also a young, digitally savvy population. Indeed, while the average age in the US is 38, in Brazil and Argentina it’s 31 and in Mexico just 27. These young consumers are accelerating the shift to online shopping and embracing mobile just like their counterparts around the globe. Still, business leaders that are eagerly eyeing the region must bear in mind that mobile commerce is still at an early stage—it does not yet represent the same high percentage of online sales as in some Asian markets.
I’ve been thinking a lot about Pinterest for the past year. I first planned to write a report about the social upstart last summer. When that deadline passed, I was certain I’d produce something in the autumn. Now here we are in the dead of winter, and at long last today we published our report on how marketing leaders should use Pinterest.
The reason it took so long? Pinterest is confusing. It’s a bundle of contradictions: at once it offers marketers huge potential and huge frustration.
On the one hand, there’s so much opportunity:
Pinterest boasts a fantastic audience. In fact, 21% of US online adults visit Pinterest at least monthly — nearly as many as use Twitter and more than use Instagram and Google+. Those users spend freely online, they’re willing to engage with brands in social media, and when they talk about products on Pinterest they drive vast amounts of traffic to brand sites.
Pinterest’s data has the potential to drive more sales than Facebook’s data. After all, Facebook users generate mostly affinity data: information about their tastes and preferences, based on their past experience with brands and products, that’s better suited to targeting brand advertising than direct marketing. But Pinterest users don’t only share historical affinities; they share the kind of purchase intent data that’s more commonly seen on search engines like Google. And just as ads targeted with Google’s data generate outstanding direct response, so will ads targeted with Pinterest’s data.
Determining which public cloud platforms your company should standardize on is not a matter of marketshare, size or growth rate. What matters most is fit for purpose - yours. And that’s exactly what our latest Forrester Wave of this market helps you determine.
And the key questions to ask have nothing to do with the vendors in question. They are all about you - your team’s skill sets, needs and requirements. Will you mostly be building lightweight web and mobile applications from common web services you’d rather not recreate yourself? What skills do your developers bring to the problem - deep knowledge of Java and C# but light on the infrastructure configuration and middleware management front? Need to ensure data residency in specific geographies? Compliancy top your concerns list? These factors are far more important than feature by feature comparisons. Ultimately your platform selection needs to match your business requirements, and if our surveys can be trusted, you desire agility and developer productivity over most other concerns.
Where Amazon Web Services may best suit your DevOps teams with strong desire to control everything themselves, your web properties team may be far more productive on Mendix or Outsystems.