Firms in China focus on improving customers’ awareness of their brand and increasing their market share. Most of the Chinese marketers I spoke with for my latest customer loyalty research have built frequent-buyer programs that dish out lots of points and coupons but don’t do nearly enough to positively affect customer retention. Such fixed, one-dimensional frequent-buyer programs do not create deep connections between the brand and its target customers. Chinese enterprises must revamp their loyalty programs and use digital to introduce more experimental rewards throughout the customer life cycle. To raise the maturity level of loyalty programs in the digital era, Chinese enterprises should:
Integrate customer loyalty into digital strategies. Most Chinese firms lack the ability to analyze digital data and apply it to loyalty programs or campaigns. A top Chinese bank has launched a digital strategy to move frequent users from branch offices to online channels. However, its loyalty programs are not yet able to analyze digital customer data and integrate it into marketing campaigns. Inconsistent campaigns in different channels can confuse regular users.
Combine customer data management from digital channels. Chinese social media platforms like Sina Weibo and WeChat are opening more application programming interfaces to allow organizations to access data about customer location and behavior, but firms do not manage this data well. A Chinese airline has created public WeChat accounts to serve customers, but does not integrate the data collected from WeChat into its internal database.
Gaming apps entertain users for an impressive amount of time — on average users spend 1.5x longer using gaming apps than the average app. In addition to time engagement, popular gaming apps have a fiercely loyal user base. Take Candy Crush Saga, the most popular gaming app on smartphones. It attracts almost twice the share of weekly users, and they spend close to 3X longer using the app than what we’re seeing for the average app (evaluated by the App Engagement Index). That’s why it places ninth across all the apps that the App Engagement Index ranks, and earns the first spot among gaming apps evaluated during Q4 2014.
People are always curious to know what's new with social. What new content types are there? What new sites should I pay the most attention to these days? Listen, the real question isn't about what's new, but rather what has evolved and how that evolution ties into what we do everyday. Video is part of that evolution. It is now available in multiple sizes, including microvideo, short-form, and long-form video, across social channels. Just take a quick look at these updates:
Standalone mobile apps such as Instagram and Vine have taken audiences by storm, making it effortless to take and share videos.
Even Twitter has a native video player now, making it easier to create and share video within its app.
Video has the ability to emotionally connect and pull an audience into a story in as little as a few seconds. My report "Connect with the Power of Microvideo" introduces marketers to the concept of microvideo. Marketers will learn how the use of Instagram and Vine enables brands to create emotionally responsive content. In addition, I highlight the nuances between both channels and provide a few tips on how to using these channels. Read my report and share your thoughts and questions.
Intel has made no secret of its development of the Xeon D, an SOC product designed to take Xeon processing close to power levels and product niches currently occupied by its lower-power and lower performance Atom line, and where emerging competition from ARM is more viable.
The new Xeon D-1500 is clear evidence that Intel “gets it” as far as platforms for hyperscale computing and other throughput per Watt and density-sensitive workloads, both in the enterprise and in the cloud are concerned. The D1500 breaks new ground in several areas:
It is the first Xeon SOC, combining 4 or 8 Xeon cores with embedded I/O including SATA, PCIe and multiple 10 nd 1 Gb Ethernet ports.
It is the first of Intel’s 14 nm server chips expected to be introduced this year. This expected process shrink will also deliver a further performance and performance per Watt across the entire line of entry through mid-range server parts this year.
Why is this significant?
With the D-1500, Intel effectively draws a very deep line in the sand for emerging ARM technology as well as for AMD. The D1500, with 20W – 45W power, delivers the lower end of Xeon performance at power and density levels previously associated with Atom, and close enough to what is expected from the newer generation of higher performance ARM chips to once again call into question the viability of ARM on a pure performance and efficiency basis. While ARM implementations with embedded accelerators such as DSPs may still be attractive in selected workloads, the availability of a mainstream x86 option at these power levels may blunt the pace of ARM design wins both for general-purpose servers as well as embedded designs, notably for storage systems.
Fred Rogers touched the hearts of millions of children through his work in creating and hosting one of the most beloved educational television programs — Mister Rogers’ Neighborhood. Throughout its run, the show built a strong brand that was recognized as a leader in educating millions of young children. When public funds for the program became scarce, Mister Rogers stood before the US Senate Subcommittee on Communications to passionately defend the educational mission of Mister Rogers’ Neighborhood. The goose-bumps-producing testimony compelled one of the most impatient subcommittee chairmen to approve $20 million in funding for the show.
Mister Rogers was able to accomplish this inspiring feat by building a strong brand for his show and using that brand to accomplish a seemingly impossible task — creating a community of devoted fans that Congress was compelled to keep alive and growing.
As our friendly neighbor Mister Rogers showed us, it’s possible to build a strong lasting brand by charming a community of involved supporters.
CMOs, it’s time for you to take a lesson from Mister Rogers by rallying and engaging your entire organization to reach the full potential of your brand.
Service providers are vital to the success and failure of digital experience delivery initiatives. In fact, one enterprise told me their services partner was “the saving grace” of their initiative. But only if they implement the right technology products.
My colleagues Ted Schadler, Peter Sheldon, and I asked about the technology vendor partner programs of 46 digital experience service providers from a variety of DNAs including technology services, consultancies, global digital agencies, and specialist firms. We asked for their top three technology partners in six different digital experience technology categories, including WCM, eCommerce, digital asset management, analytics, and campaign management. What did we discover? The results surprised us so we wanted to share them with you:
Adobe was a runaway winner across a broader digital experience delivery portfolio. Adobe had more than twice as many partnerships as any other technology vendor across the six product categories. Adobe earned this distinction with partnerships in four categories: WCM, digital asset management, campaign management, and customer analytics.
In WCM, Sitecore and Adobe reigned, while in eCommerce hybris, IBM, and Oracle lead. Adobe, Sitecore, Drupal, Microsoft, and Acquia lead in WCM partnerships: many serviceevangelize and support these solutions. When it comes to eCommerce, however, a different set of solutions topped the list: SAP hybris, IBM, Oracle, and Demandware. Interestingly, many services firms make a living out of integrating these best-of-breed WCM solutions with these best-of-breed commerce solutions for web and mobile redesigns.
As I set out to answer that question, I uncovered a topic that is probably one of the most hotly debated topics in the industry. People are passionate – on the agency side, on the finance side, on the procurement side, and on the marketer side. Everyone has an opinion.
So, instead of doing a straightforward report on how to structure performance-based compensation, I took a step back to dive into whether performance-based compensation is actually achieving the desired results – which is better performance from agencies.
I found that:
Performance-based compensation, as it is most commonly structured and applied, is being used as a stand-in solution for a much larger issue – the fact that CMOs are having a very hard time measuring and explaining the impact of their agencies' work on ultimate business outcomes.
Adding financial incentives to agency contracts gives organizations a way to measure the impact of agency work and assign that impact a monetary value.
These organizations are not getting better work from agencies because of this. And by using performance-based compensation as a motivator, they are missing an opportunity to truly motivate their agencies.
A growing number of digital business leaders are being tasked with global expansion. Their technology partners play a critical role: eBusiness professionals rely on partners not only to help build new digital offerings, but also to provide strategic advice on how to effectively penetrate new markets. Some of the key questions solution providers can anticipate from clients and prospects include:
How quickly can I get up and running? A common scenario looks like this: After years of discussing the need to go global, senior leaders within an organization finally decide to pull the trigger. A frenzy ensues. Digital business leaders are given just a few months to propose which markets to prioritize and how to enter those markets. Given how quickly the new international expansion must happen, business leaders seek out technology partners that promise rapid turnaround on new global initiatives. Solution providers that talk about launching new initiatives in years rather than months are often sidelined in favor of those that can execute more rapidly to fulfill the corporate mandate.
What will going global cost? Few leaders have access to an endless stream of cash when it comes to launching new global eCommerce offerings. To the contrary: It’s more typical to see businesses pouring a small fraction of what they invested in the domestic business into their international initiatives. Cost is therefore front and center when it comes to evaluating new technologies. Solution providers that can help businesses launch across multiple countries in a cost-effective manner are well positioned to capture new business, even when the prospect may be only ready to enter one or two new markets at the time of vendor selection. The exception? When a market is large or strategic enough to merit selecting partners with solutions that cater specifically to that market (think China).
Hundreds if not thousands of leading corporations have created chief customer officer (CCO) positions in recent years to help them become more customer-centric. Now US federal government agencies are toying with the idea of adding CCO positions and four have already taken the plunge. In my first Forrester podcast, I spoke with hosts Sam Stern and Deanna Laufer about how federal CCOs can help achieve their agencies' missions and dispeled common objections to creating federal CCO positions. For more of my federal CCO research, check out my Executive Q&A: Federal Chief Customer Officers report on forrester.com or my blog post on the subjectRead more
We have been watching many variants on efficient packaging of servers for highly scalable workloads for years, including blades, modular servers, and dense HPC rack offerings from multiple vendors, most of the highly effective, and all highly proprietary. With the advent of Facebook’s Open Compute Project, the table was set for a wave of standardized rack servers and the prospect of very cost-effective rack-scale deployments of very standardized servers. But the IP for intelligently shared and managed power and cooling at a rack level needed a serious R&D effort that the OCP community, by and large, was unwilling to make. Into this opportunity stepped Intel, which has been quietly working on its internal Rack Scale Architecture (RSA) program for the last couple of years, and whose first product wave was officially outed recently as part of an announcement by Intel and Ericsson.
While not officially announcing Intel’s product nomenclature, Ericsson announced their “HDS 8000” based on Intel’s RSA, and Intel representatives then went on to explain the fundamental of RSA, including a view of the enhancements coming this year.
RSA is a combination of very standardized x86 servers, a specialized rack enclosure with shared Ethernet switching and power/cooling, and layers of firmware to accomplish a set of tasks common to managing a rack of servers, including:
· Asset discovery
· Switch setup and management
· Power and cooling management across the servers with the rack