Cross-channel campaign management (CCCM) tools face mounting pressure to evolve in the face of continuous, interactive, customer-led dialogue. CCCM capabilities have matured dramatically, but marketers often ask, “Are the applications resilient enough to meet the massive challenges marketing organizations face today?”
Forrester clients can see how much progress vendors have made in “The Forrester Wave™: Cross-Channel Campaign Management, Q1 2012”. We identified, researched, and scored 12 products from 11 providers: Alterian, Aprimo, ExactTarget, IBM, Infor, Neolane, Oracle, Pitney Bowes, Responsys, SAP, and SAS. Our approach consisted of an 81-criteria evaluation; reference calls and online surveys of 156 companies; executive briefings; and product demonstrations.
We found that marketers need CCCM applications to:
Manage a complex array of marketing processes. The campaign design process alone is elaborate – and happily vendors provide strong, yet simple, design tools. Yet CCCM tools also aid marketers in planning (budgeting, spend management, and calendaring), analysis, tactical execution, and reporting.
Develop more strengths in digital and emerging media. Although most vendors have extended their applications, many client references told us that vendors need to clarify their approaches to social, local, and mobile applications, and how real-time decisioning can be applied beyond offer management.
Rarely do moments like this occur. Last week, while watching the evening news (yes, I still watch news), I was horrified by the continued coverage of the cruise ship disaster in Italy. But, while watching the coverage, I was wading through my mail and opened a direct mail piece (also a rare event) that I had just received. To my horror, I found an offer from American Express to sign up for the Costa Concordia cruise. Worse still, it offered to “immerse” me in a truly European experience. To make things even worse, notice the typo in the headline?
While marketers strive to achieve messaging relevance that would make you stop what you’re doing and take notice, this execution in particular was a case of bad timing and lack of foresight into the implications of marketing campaigns already in flight.
What lessons does this highlight for customer intelligence (CI)?
Agility. In our research, we find that direct mail is one of the top channels that CI professionals favor over other channels. Despite CI’s heavy use of direct mail, this faux pas no doubt occurred because of the cycle time between the cruise ship disaster and the direct mail drop.
CI Pros: Speed up CI processes to provide greater organizational value. Apply principles of agile development to CI, especially to channels that are not inherently real-time, such as direct mail in this case.
Now, as a customer intelligence analyst, I preach a “consolidated view of the customer” to clients nearly every day. I advise retailers, CPGs, and others that creating an optimal experience for customers is nearly impossible without having a clear understanding of their needs and preferences, across all channels and lines of business. But what Google’s doing extends well past traditional “single view” and into “personal data locker” territory.
On the face of it, Google claims that it’s making these changes for the same reason: to improve the user experience. But to remain profitable and keep providing free services to several hundred million users, Google will also use its vastly increased insight about users to sell better targeted (read: more expensive) ads to advertisers.
Most marketers and customer intelligence (CI) pros tend to lump together most types of customer data. Sure, things like passwords and social security numbers are considered more "sensitive," but for the most part, the systems that protect all the data -- and the privacy policies that communicate their capture and governance -- are largely the same.
Individuals see different types of data differently -- they're most worried about what we consider individual identity data, and far less concerned about the capture and use of their behavioral data.
Most consumers are willing to share their data in exchange for value. But, what they consider "valuable" is very age-dependent -- in other words, the same consumer isn't equally motivated by discounts and cash rewards.
I've never made New Year's resolutions. Well, that's not exactly true. Last week, I promised my dentist I would floss my teeth more in 2012, but that's about the extent of it. But this shouldn't be interpreted as a lack of optimism; I'm absolutely certain that 2012 will be another great year. I fully expect that this will be the year we bring gamification to big mobile data in the cloud or some other delightful confluence of buzzwords.*
Although I haven't traditionally written an annual retrospective, 2011 was a particularly interesting year for the analytics community. So I couldn't resist taking the opportunity to recap the most significant events and trends that I saw over the course of the year. I've selected a few choice items that were both meaningful in 2011 and are likely to have an ongoing impact in 2012:
Google Analytics Premium launches. In September, Google entered the paid web analytics market with Google Analytics Premium. The new offering takes Google Analytics' (GA) capabilities quite a bit further than the free version and introduced a new option for enterprise web analytics buyers with upgraded processing power, support, and product features. As we move into 2012, it will be really interesting to see how Google continues to develop GA Premium to close the gap with competitors and to what degree they fine-tune the commercial and support models.