The Who, What, Where, And Why Of Marketing Technology Groups

Anjali Yakkundi

This post originally appeared on destinationCRM.

We’ve heard a lot in the past year about the future role of marketing technologists as solvers of the “IT/marketing clash of the titans” (as one Forrester client put it to me recently). These technologists are more than just your basic webmasters. Instead, they are professionals with deep knowledge of how technology can deliver on marketing strategies in order to bring about better digital customer experiences. At Forrester, we’ve started to see an emerging trend of shared services groups whose goal is to bridge the marketing technology divide. Our latest research found that organizations have turned to this model — which we call the marketing technology group — to foster tighter integration between IT and marketing and between strategy/design professionals and technologists. Defining characteristics include:

  • Who? These groups tend to be made up of a diverse lot of professionals, but in general are staffed by a combination of marketing strategists, creative design professionals, and technologists with design and business savvy. We found some of the most sought-after technologists were mobile- and data-literate developers and higher-ranking IT leaders, like enterprise architects, who can coordinate an ever-growing number of digital experience technologies (e.g. CRM, Web content management, commerce platforms, analytics, etc.). The key is to give these groups direct tie-in to C-level executives. As a vice president of strategy at a digital agency told us, “The problem with shared services is that too often it’s staffed by only powerless workers.”
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TechnoPolitics Podcast: Consensual Impersonation - Frisky Or Risky?

Mike Gualtieri

Forrester TechnoPolitics, Eve MalerShame on you if you share your password. The consequences can ruin your sterling reputation, violate legal terms of service, promote fraud and identity theft, and give ex-lovers weapons of mass digital destruction. We all do it, despite the risks. Share your Netflix password with your BFF so she can watch House Of Cards and season 4 of Arrested Development. Reveal your Amazon password to your teenage son so he can rent college textbooks using your account. The list of examples goes on.

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TechnoPolitics Podcast: Smart Body, Smart World

Mike Gualtieri

Sarah Rotman EppsCustomers are becoming hyper-connected. Sensor-laden devices on our bodies, in our homes, in our cars, and virtually everywhere else are creating new opportunities firms large and small. Products such as Google Glass, the Nest home thermostat, and the Nike+ FuelBand are the latest cool kids on the block. Not many people have these yet, but remember that every smartphone and tablet is full of sensors such as accelerometer, GPS, microphone, cameras, temperature, and more. 

Smart Body, Smart World

Forrester Senior Analyst Sarah Rotman Epps says that sensors will power the next wave of innovation and disrupt many industries. We could not agree more. That's why we are thrilled to interview her on this episode of TechnoPolitics. Listen to hear Sarah discuss her Smart Body, Smart World research about how sensors, big data predictive analytics, and psychology will power the next wave of innovation.

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Google I/O 2013 Developer's Conference: A Great Time To Be A Developer

Mike Gualtieri

Google sets amazing new standards when it comes to web, mobile, and cloud technologies. That's why we are here at Google I/O 2013 in San Fransciso to find out what new technologies and tools developers can expect on all technology fronts. See this special edition of Forrester TechnoPolitics to experience the energy of Google I/O.

About Forrester TechnoPolitics

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CIOs and Mobility: Present Concerns Still Trump Future Vision

Michael Barnes

 

I recently hosted an Executive Roundtable in Singapore along with my colleagues Dane Anderson and Tim Sheedy. The theme of the session was “From Systems of Record to Systems of Engagement - Understanding the New Mobile Imperative for IT Leaders".

The discussion centered on the fact that mobility doesn’t simply mean another device for IT to support. Instead, mobility is driving a clear and permanent link between virtual services and physical activities. In other words, mobility is part of a broader set of technologies – including social, cloud, and advanced analytics – that are creating ubiquitous and information-rich Systems of Engagement.

The above broad themes made for great discussion. And there was general agreement among the CIOs present that mobility would drive significant business transformation. But there was also a common set of concerns that emerged among the group:

·         Deploying new technology (including mobile apps) with limited budget or relevant skills. And more broadly, how to prioritize mobile strategies relative to other IT (and business) initiatives. Ultimately the challenge for CIOs is how to align business requirements with budget realities, particularly as user expectations continue to rise and change management becomes a critical issue due to condensed release cycles. A critical first step is to better define your mobile strategy using a simple framework for prioritizing mobile applications and features.

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Contact Center Agent Turnover Is A Fact Of Life That Must Be Tracked And Managed

Kate Leggett

Agents turn over in contact centers, and managing your turnover rate is a fact of life. Low agent turnover rates are those that are below 20% a year, and some contact centers have turnover rates as low as 5%. Turnover rates higher than 50% are considered high, and some contact centers have attrition rates of more than 100% a year. Turnover impacts organizations because of recruiting and training costs, and ongoing agent morale issues which can impact customer satisfaction. As turnover costs must be built into overall contact center plans, its important to have an attrition benchmark and manage your operations to that number.

Not all turnover is the same. It is useful to quantify each turnover event as voluntary or involuntary, and understand the causes of turnover so that you can address them, especially if your metric far exceeds the benchmark that you have set for the organization. Common causes of turnover are:

  • Involuntary turnover: This is attributable to a mismatch between the contact center agent and the expectations of the position for which the agent is hired. Examples include poor hiring and training practices; poor job descriptions; effort required for the job that were miscommunicated during interviewing; poor toolset that causes overly-long training times.
  • Voluntary turnover: This is attributable to the contact center organization not meeting long term job expectations of the contact center agent. Examples include job monotony; better pay elsewhere; lack of career advancement; poor management; over- supervision;  lack of empowerment to solve customer issues; lack of control of personal schedules; frustration with the toolset; stress of dealing with irate customers.
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COBOL Application Development: (Still) Not Dead Yet

There is a scene in the Broadway hit Spamalot in which a peasant jumps up from a cart of corpses and vigorously complains that he's "not dead yet".  It's a humorous side-story to the main theme of the search for the Holy Grail. One might be accused of thinking of COBOL in the same way, as a side-story to the current major themes of mobile and web development, or perhaps as a historical footnote to the current narrative.  IBM's recent announcement of major upgrades to its COBOL compiler technology provides a good reason to pause in our headlong pursuit of the latest technology to reflect on the value of COBOL applications in enterprise software portfolios.

While mobile and web technologies often garner everyone’s attention, the reality is that most organizations that have been around for more than 30 years still run their core business processes using systems that were written in COBOL. Anything that makes these apps easier to evolve and extend is a very good thing. The reality is that evolution and extension of these apps is critical to business success. In order for the flashy-new-social-networking-enabled mobile and web Systems of Engagement to succeed, the workhorse Systems of Record and Systems of Operation are going to have to evolve apace. This means that they must take advantage of the latest architectures as well as being refactored and modularized to align with a service delivery model.

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BI on BI Or How BI Pros Must Eat Their Own Dog Food

Boris Evelson

 

BI professionals spend a significant portion of their time trying to instill the discipline of datadriven performance management into their business partners. However, isn’t there something wrong with teaching someone else to fly when you’re still learning to walk? Few BI pros have a way to measure their BI performance quantitatively (46% do not measure BI performance efficiencies and 55% do not measure effectiveness). Everyone collects statistics on the database and BI application server performance, and many conduct periodic surveys to gauge business users’ level of satisfaction. But how do you really know if you have a high-performing, widely used, popular BI environment? For example, you should know BI performance

  • Efficiency metrics such as number of times a report is used or a number of duplicate/similar reports, etc
  • Effectiveness metrics such as average number of clicks to find a report and clicks within a report to find an answer to a question and many others
  • Metric attributes/dimensions such as users, roles, departments, LOBs, regions and others
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Grudging Acceptance Is Not Enough — Time for IT to Embrace SaaS

Michael Barnes

 

I’ve noticed a growing trend among Asia Pacific organizations over the past 6-12 months: complete IT resistance to SaaS has steadily given way to more pragmatic discussions, even if IT has come to the table grudgingly. Over the next two years I expect this trend to accelerate. In fact, I believe that many SaaS solutions, particularly those that cross business and functional boundaries, will be rapidly subsumed within the broader IT portfolio, even if they were originally sourced outside IT.

Many SaaS vendors report already seeing more IT involvement in procurement, requirements definition, RFP creation, and negotiations. The clear procurement guidelines published by the IT department of the Australian Government Information Management Office (AGIMO) is one high profile example. Don’t get me wrong, in most instances business decision-makers will still lead, particularly in identifying the required business processes and determining how best to consume SaaS-based services. But IT decision-makers are getting more involved, particularly around integration.

Some areas to consider as you look to work more closely with business decision-makers to evaluate and negotiate SaaS and other public cloud deals:

 

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Forrester Data Shows An Explosion Of Channels For Customer Service With Inconsistent Satisfaction Ratings

Kate Leggett

We know that consumer preferences for customer service channels are rapidly changing. And it’s not just the younger generation of consumers — there’s disruption and change across all ages and  demographics. Our 2013 data about communication channels that customers use for customer service is available in my lastest report, and key data points from this report can be found in my latest blog post. Key takeaways are:

  • Consumers want to use more, rather than fewer communication channels for customer service.
  • Consumers are using a set of new channels were not statistically significantly used 3 years ago. For example: SMS, click to call, screen sharing, virtual agents
  • Online and digital communication channels are becoming increasingly utilized for customer service
  • Voice is still the most widely used channel, with a 73% utilization rate. This percentage has not changed in the last 3 years.
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