Many consumers put products in the shopping cart when researching and shopping online but never make the deal. Data from our North American Technographics online survey shows that shopping carts support consumers in their buying process, on the site and across sites.
I'd like to draw your attention to a recent post of my colleague Lisa Bradner at our Marketing Leadership Blog. Her new report, Adaptive Brand Marketing helps companies re-think their approach to brand management in a world where brand messages are no longer a one-way push, but in fact are shaped by consumers as they interact with and react to brands. Advertising Age has a lengthy write-up that focuses on one element of the report: what Adaptive Brand Marketing means for the future of the brand manager.
Not all technology buyers in emerging markets are accessing the internet from mobile phones or dial-up connections. In fact, many places in countries considered "emerging markets" are rapidly resembling more mature markets, in income levels and especially in mobility, internet access, and now broadband penetration. Shanghai, for one, is probably better connected than some cities in the middle of the US. What does that mean for technology marketers? It means that they can leverage their complete toolbox of marketing tools to reach those audiences -- and increasingly they are doing just that.
My answer to this question was, "never" until a couple of years ago. Sure, I was more likely to make a phone call on my cell phone than on my computer, but that is to be expected - it has traditionally been designed to be a voice communication device.
Opting for my cell phone rather than my laptop first started for me a couple of years ago. I began using SMS as a substitute for email. Then I started using email on my Blackberry because it would boot faster than my computer. Next came Google SMS - for me it was soooo much faster to get a phone number for a business through Google's SMS service than to call (ok, which costs money) or look online. Then, I got an iPhone and started downloading all kinds of applications. Some I barely use, but .... there are quite a few that I use rather than comparable experiences on the PC. These include Facebook (I'm more likely to be doing something interesting when I'm out and about), Scrabble (tallies the score for you), and maps (stopped printing all those maps out) among others.
For all of these services whereby I opt for my phone rather than my PC, I do so because the experience on the cell phone is more convenient. That means the benefits outweigh the inhibitors to use. When it comes to mobile services, there is convenience when there is value to the immediacy of the information or service, tasks are simple to execute and there is context - like my location.
We lay out this framework in our newly released report, "The Convenience Quotient of Mobile Services: A Facebook Case Study."
It has been an interesting year – who would have thought that the federal government would have done such a thing – provided a Federal IT Dashboard of allocation of federal IT dollars to investments for all of us out there in citizen-land to read? Federal CIO, Vivek Kundra, announced it and the keyword of the effort that made the headlines is "radical transparency." It’s very clever in its design and visuals – "mashup ready." It would be especially appealing if the shell of the software would be made available to anyone who wants it – since some real (taxpayer) money went into this project.
Adapting marketing messages to specific audiences is a topic I’ve written on here and in a few of my Forrester reports. Getting the messages right requires an understanding of the drivers and motivations of buyers. And, going into new geographical markets means that you’ll need local knowledge; you can’t assume that you know what will resonate in a particular market. Recently I came across an example that illustrates the point in The Blue Sweater: Bridging the Gap Between Rich and Poor in an Interconnected World, by Jacqueline Novogratz, Founder and CEO of Acumen Fund.
This achievement wasn't unexpected -- in August, 2007, we predictedthat Acer would become a formidable industry titan: "Acer's announcement that it will acquire Gateway is a clever plan, as Acer simultaneously improves its brand recognition, channel reach, and opportunity for gains in margin. Like IBM Deep Blue, Acer strategists calculated several moves ahead in the global PC chess game. If the execution is solid, this deal will create a powerful third-place PC competitor that will challenge HP and Dell by 2009, and it portends the rise of non-Japanese Asian PC superpowers."
Acer has proven shrewd in product strategy over the past few years. (Indeed, we declared that "even war strategist Sun-Tzu" couldn't have done better!). Acer's work with Ferarri was a masterstroke in branding (from an unexpected company, at the time). Acer's excellence in netbooks has ridden the wave of the market at the right time. More fundamentally, Acer's cost structure benefits from its proximity to Asian-based factories and original design manufacturers (ODMs). Dell, once the king of cost structure, isn't in as privileged a position. And Acer's access to retail channel (including Gateway's) and experience in SKU management in retail is currently superior to Dell's. (Dell re-entered retail after a long hiatus).
This blog post is a response to an article by Alex Williams on ReadWriteWeb. Thanks for the shout out, Alex, and for bringing more attention to the contentious issue of cloud computing definitions. While Forrester research reports are created exclusively for our clients, our definition is freely available:
A standardized IT capability (services, software, or infrastructure) delivered via Internet technologies in a pay-per-use, self-service way.