We're looking for a new analyst to join Forrester's Consumer Product Strategy practice. Are you experienced in the field of product planning, development, and innovation? Do you have an insatiable curiosity for where the digital economy is headed and how digitally disruptive products are changing the world in which we live? If this sounds like you, keep reading . . .
Digital disruption is transforming consumer products, inverting industry economics, and redefining customer relationships for companies in all industries. Forrester is helping our clients adapt their businesses and innovate their products in response to the unprecedented pace of technology change that characterizes this revolution. We need a Senior/Principal Analyst with cross-industry experience to join the team and help serve Forrester’s clients with forward-looking research and advice on how product strategists can capitalize on digital disruption.
If you’re interested, apply online. We look forward to hearing from you!
I’m excited to announce the recent publication of Welcome To The Era Of Digital Intelligence. This idea has been brewing for a long time, and it shouldn’t surprise anybody who follows interactive marketing or web analytics. The macro marketing environment has changed – and continues to rapidly evolve – to accommodate new touchpoints, sophisticated consumers, and highly coordinated multichannel customer experiences. And as the remit of marketing expands, so too must that of marketing analytics.
It’s clear that traditional analytics approaches were not designed or intended to handle the breadth of channels, devices, volume, and speed that fuel today’s digital interactions. The endemic symptoms of these gaps are plain for anyone to see: the proliferation of analysis tools, the explosion of data warehousing projects, and the struggle to translate analytics into actionable insights. It is abundantly clear that we need to take a step back and re-imagine an analytics framework that adequately supports modern digital marketing.
Forrester calls this updated approach to marketing analytics “digital intelligence,” defined as:
The capture, management, and analysis of data to provide a holistic view of the digital customer experience that drives the measurement, optimization, and execution of marketing tactics and business strategies.
Digital intelligence comprises six “layers”:
Digital data inputs – incorporating data from all digital marketing touchpoints
Business data inputs – putting digital marketing data into context with data from the business
Data processing – collecting, integrating, and managing data with a high degree of speed and granularity
There are more than 100 new features in Apple’s next version of its Mac operating system, dubbed “Mountain Lion” or Mac OSX. The ones that interest me most are those that advance the notion of post-PC productivity: experiences that help people be productive using multiple modes and devices. In particular, product strategists should pay attention to Apple’s:
iCloud integration of Docs and Notes. Mountain Lion users will be able to sync notes created in Apple’s Notes app, and documents created in its iWork apps, across Mac, iPad, and iPhone. Think of it as Amazon’s Whispersync for productivity. The catch is, though, that the synching is only within the same “app”—so if you create a document in Pages on your Mac, for example, you can sync it through iCloud to a Pages app on your iPad, but iCloud synching wouldn’t be compatible from Pages to another document editing app like Quickoffice. Third-party developers could use the Documents in the Cloud feature, but it would be sandboxed only within their app. This is an interesting twist for the many product strategists developing cloud-synched productivity apps. Evernote, for example, would have less value to users of ONLY Apple devices, since iCloud Notes synching is built into the OS. Evernote’s value proposition, and Quickoffice’s, will now revolve more around the multi-platform use case — users that need access to their stuff across iOS/Mac, Windows, and/or Android. Luckily, this is still a big market: Forrester’s data as of Q4 2011 show that 58% of Mac owners also own at least one PC, and 60% of iPad owners own another type of phone besides iPhone.
As a new analyst at Forrester, I’m taking over coverage of cross-channel attribution, metrics, and measurement for customer intelligence professionals. It is a wide-spanning topic to cover, but I’m up for the challenge!
One of the major topics that I’ll cover is cross-channel attribution. Cross-channel attribution is essentially an advanced measurement approach to measure channel performance and customer performance metrics more accurately by calculating the true credit given to a specific marketing effort that leads to a desired customer action. It’s a daunting task for marketers because it requires organizational support and a deep understanding of attribution modeling.
For support, marketers often turn to external vendors — the subject of my latest research: Understanding the Cross-Channel Attribution Landscape. As I was researching this report, it was clear that cross-channel attribution is top of mind for marketers and CI folks alike. Why? It’s a more advanced, precise way to measure channel and customer performance. In an age of austerity that requires responsible and efficient marketing investment, it’s no wonder that it’s a priority.
At our Marketing & Strategy Forum last November, Sean Gilchrist, head of digital banking at Barclays Bank, talked passionately about the importance of customer experience to the work being done by his team at Barclays. It's good to see some of the results of that focus on customers in two innovations introduced by Barclays in the past few weeks:
Firstly, Barclays has started rolling out a new online banking interface. While I'm sure that not every customer will like the change, the point is that Barclays is taking a modular (or widget-like) approach to displaying content and functionality in anticipation of having to serve customers on a rapidly growing range of digital devices. We think that approach is going to become increasingly common as eBusiness teams adjust to the fragmentation brought by the Splinternet.
For just over a year, we’ve been writing a stream of research around customer loyalty programs. Loyalty is “en fuego” right now, and it’s an exciting time to be covering the technologies, services, and analytics that support these programs. To make things even more thrilling, we just published The Forrester Wave™: Loyalty Program Service Providers, Q1 2012.
This is Forrester’s first evaluation of loyalty program service providers. We screened more than 30 companies that build and manage loyalty programs but narrowed down the field to Aimia, Brierley+Partners, Epsilon, Kobie Marketing, Maritz, and Tibco Loyalty Lab. These players demonstrate market momentum, offer a full range of loyalty services to support the entire loyalty life cycle, and generate strong customer interest.
Our assessment consisted of executive briefings; reference calls and online surveys of user companies; and a 60-criteria evaluation. These criteria included the vendor’s approach to loyalty strategy; technology offering; integration capabilities; program management services; and analytics and reporting services; as well as the strength of their roadmap and vision for the future of loyalty.
Forrester clients can read the full report to see how vendors ranked, including scorecard details and the ability to customize the evaluation criteria with personalized weightings.
The New York Times recently published an article based on a Forrester report (Mobile Is The New Face Of Engagement) about the uptake of smartphones worldwide in the years to come. And for 2011 it was estimated that just under 500 million smartphones were shipped. Knowing the drivers behind the growth of smartphones gives businesses confidence in mobile technology investment — even when uptake is currently still limited.
In the US today, Consumer Technographics® data shows that mobile usage is still far from mature in many industries. Take the financial industry as an example: 21% of US online adults with a mobile phone do any form of mobile banking versus 73% of US online adults who do online banking. When looking at the different generations, we see that younger generations, who are more likely to be early smartphone adopters, dominate in mobile banking.
The sales enablement profession is evolving from stewards of "broken things” into a more strategic function that helps CEO’s bridge the gap between the business strategy and field execution. Our upcoming Sales Enablement Forum is dedicated to these emerging HEROes and sharing the path forward to a more efficient and adaptive selling system. Having said that, I am excited to share an interview we had with Carol Sustala, senior director of Global Sales Enablement at Symantec and one of our keynote speakers. I have the privilege of getting to work with her hands on a lot over the past year and am excited for the rest of you to hear her story.
So, enough about me - here is Carol in her own words:
(1) Sales Enablement is a big, cross-functional role; what did it take to motivate your peers to team with you on some challenges?
The function of Sales Enablement requires tremendous cross-functional alignment and collaboration, and that's not something that happens overnight. One of the key elements to success in driving an aligned sales enablement effort is not really motivation so much, as it is relationships and shared commitments to success. Invest in building strong relationships built on mutual respect for unique talents, expertise and experience across the key stakeholder organizations responsible for some aspect of Sales Enablement, and the motivation to team up on challenges will follow close behind.
(2) Sales Enablement is an emerging role and discipline; where do you see the Sales Enablement role headed at Symantec?
This year (next month) Forrester’s Technology Sales Enablement Forum will sport a new channels track. With a theme of “Bridging the Strategy-to-Execution Gap,” we will drill into the issues vexing channel professionals on why “perfect” strategies, involving partner recruitment, partner enablement, and partner loyalty, often fall flat with channel partners.
I’m particularly excited by being joined on stage, not just by my colleagues Dane Anderson and Michael Speyer, but by [yes, real live] channel execs Jon Roskill of Microsoft and Wendy Bahr of Cisco. Jon and Wendy are going to share their insights and their most effective techniques around channel enablement – i.e., how their companies’ channel teams empower their channel partners to effect maximum productivity. Attendees will have plenty of opportunity to grill Jon and Wendy with their particular issues.
Moreover, Dane, Michael, and I are going to bring “the voice of the channel partner” directly into our explorations of partner management execution. I’m sure you’re going to take away some valuable, actionable ideas for boosting your own channel strategy-to-execution map. Check it out:
Forrester’s Technology Sales Enablement Forum 2012