A year ago, Forrester fielded our Q3 2010 Global Mobile Maturity Online Survey. We interviewed more than 200 executives in charge of their companies’ mobile strategies around the globe (40% in the US, 40% in Europe, and 20% in the rest of the world). You can see the results from last year’s survey here.
To help consumer product strategists and executives benchmark and mature their mobile consumer strategies, we’re updating this survey.
Planning and organizing for the use of mobile technologies is a complex task. Some players are laggards and think they still need to get the basics of their online presence right, while others are clearly ahead of the curve. Yet two questions we consistently hear are: “Where is my organization compared with others in the use of mobile?” and “How can we mature our mobile consumer approach?”
Here’s how you can help:
If you’re in charge of your company's mobile consumer initiative or if you’re familiar with it, then please take this survey.
A few months ago, our research team embarked on an important quest: to help B2B tech marketers make sense out of the confusing ecosystem of social media platforms and tools. This ecosystem is fraught with vendor consolidation, technology integration, platform expansion and a multitude of amusing buzzwords. Tech marketers have enough to worry about these days without spending time (time that they do not have) trying to navigate around the chaotic landscape.
Three months later, I am happy to announce that tech marketers now have a simple guide to help them identify the categories of social media platforms that are currently available to meet their needs. One word of caution: This Market Overview report is merely a snapshot of the social media platform landscape. Since this report was published, some of the vendors we briefed have notified us of recent acquisitions and major updates to their platform offerings. This is a very dynamic landscape that our team will continue to monitor throughout the upcoming months. Stay tuned for additional research on this topic. And perhaps we will have some new buzzwords to decipher as well.
I've noticed a disturbing trend in one of the markets I study. Thirty percent of marketers say their top social media goal is creating brand impact, but only 10% tell us they measure brand impact — a gap of 20 percentage points. But then while just 4% say sentiment or engagement are their top goals, a whopping 26% measure these numbers —leaving us with an almost identical gap of 22 percentage points, but in the other direction. It’s clear what's happening here: Marketers are using sentiment and engagement numbers as a proxy for brand impact surveys.
Deep down I love the idea of measurement proxies. A properly constructed and proven proxy could be a cheap, quick, and effective stand-in for direct measurement of things that are quite frankly hard to measure — like brand impact.
But there’s a big problem here: I've been looking pretty hard for good measurement proxies for a while now, and I’ve found very few that could be described as "properly constructed and proven." And I'm pretty sure none of the marketers in our survey have proven their proxies — because if they'd tried, they'd have almost certainly failed.
Live today is Forrester’s new free benchmarking tool that can help you compare your company’s interactive marketing budget and organization against your peers’. Simply answer a few questions and our tool will compare your answers with similarly sized companies against five metrics:
The size of your interactive marketing budget
The share of your advertising budget dedicated to interactive marketing
The percent of your interactive budget earmarked for emerging media
The size of your interactive team
The number of agencies you work with for interactive support compared with other companies of your size
The collection and use of consumer data in digital channels continues to evolve at a fast pace. I want to highlight two recent reports that address key areas of this topic that matter for interactive marketers. Earlier this week, I published a report that details data collection best practices for interactive marketers. The second one, Personal Identity Management, is a must-read courtesy of Fatemeh Khatibloo, who serves customer intelligence professionals here at Forrester.
In her report, Fatemeh introduces Personal Identity Management (PIDM), which has two primary components: 1) personal data lockers for consumers to hold their information, and 2) authorization management that ties data silos together, lets users update and manage their personal data, and enables consumers to approve requests for their data and share their data with marketers.
PIDM is in its early stages, but it could add another layer of complexity to consumer data collection and use if the digital ecosystem embraces it. As an interactive marketer, PIDM would alter how you:
Acquire personal information for marketing and analysis. Fatemeh’s report describes five areas marketers will need to focus on to unlock consumer data: privacy, security, transparency, portability, and economy. Communicating your value proposition to consumers will become much trickier.
Develop interactive marketing environments. Your team – including your internal and external partners – will need to adapt its processes, policies, and capabilities to account for consumers’ new data gatekeeper role.
Over the past several months, I’ve been hearing a lot of clients say they’re ready for the next step in social media. Many marketers —probably most of you reading this post — have already established your initial social footprints and are ready to move on to the next phase of social media maturity. But as my colleague Sean Corcoran’s social maturity curve shows, the further along you move, the more people you need to involve to keep your social trains running — and that introduces more risk.
One of the most important ways marketers are avoiding problems as more colleagues start participating in social programs is to spearhead training programs in their companies. My latest research explores the spectrum of these training programs, which ranges from casual all the way through formal certification.
You can see from this chart that training programs are developed across four dimensions: content, delivery, participants, and measurement. The programs don’t always fall firmly and neatly into one level of difficulty across all these segments. Rather, training evolves as the company’s commitment to social media evolves, moving through formats till formalization is achieved. Usually:
Today, Apple’s product strategists revealed their newest premium smartphone: the iPhone 4S. Just like the 3GS at its introduction, the 4S relies on a leap in processing power and a new interaction paradigm but eschews technology upgrades upon which product strategists building Android-based devices rely today, such as LTE and behemoth screens.
Apple’s new iPhone lineup provides a complete portfolio of products, from the premium 4S in memory configurations up to 64 GB, to the 8 GB iPhone 4 which will allow all of Apple’s carrier customers (including new partners Sprint and KDDI in Japan) to offer a mid-tier iPhone. Apple’s product strategists have opted to add an entry-level option for its GSM-based carrier partners by maintaining the 8 GB iPhone 3GS.
With the iPhone 4S, have Apple’s product strategists designed a product that will maintain Apple’s leadership in the high-end smartphone battle? Forrester believes so — even though Apple chose not to include features that its competitors use to command a premium position, including:
Influencer marketing is on my mind these days. In addition to working on a report about how interactive marketers should collaborate with different resources to execute influencer marketing, I’m also speaking about the topic at Forrester’s Consumer Forum in Chicago later this month.
Talking with marketers, agencies, and service providers, everyone (yes, it’s been everyone) has voiced opinions about “canned,” algorithm-based influence scores available through providers like Klout and PeerIndex. Detractors say that black-box influence scores focus too much on reach and not enough on context or topics, and that influencer identification is too complex to boil down using an opaque calculation. For example, Charlie Sheen may look like a valuable influencer based on his high Klout score, but a marketer of diapers would probably prefer to tap a mommy blogger with a lower top-line score to advocate its brand.
The supporters’ rebuttal: why would you use these scores in a vacuum in the first place? The score providers themselves dissuade marketers from looking only at an individual’s top-line number with no filters for topic or brand relevancy – and those filters are available. Count me in this camp.
So how should interactive marketers regard off-the-shelf influence scores? Keep in mind that:
These scoring systems are evolving. Companies like Klout and PeerIndex are in their early stages and certainly do have their limitations. But their capabilities to mine scores for topic, category, and brand influence continue to improve.