Evolve Beyond Social Media Monitoring With Forrester's New Social Intelligence Playbook

If you've been following my sporadic blogging this year, you'll no doubt notice a recurring theme: the call to action around the social data collect. This theme comes as a result of the past few years of writing research and working with companies on their social media strategies but still seeing too many companies stuck just monitoring for brand mentions or collecting weekly "social listening" reports that tell them what happened on Twitter. Count all the Facebook likes you want, but there's a lot more to the data social media creates than what most companies touch today.

Fortunately, I'm not alone in this crusade to get companies using their untapped social data. My post back in March — Listening Must Evolve Into Social Intelligence — currently has more comments than any other post on the Customer Intelligence blog in the past two years. This isn't meant as bragging; it just shows that the message resonates within our community. We know we need to make social data actionable — it's time to start evolving our social intelligence strategies. That's why I'm excited to launch the culmination of this crusade: Forrester's Social Intelligence Playbook.

The Social Intelligence Playbook lays out the path to help companies establish the right framework and mature their practices around capturing, managing, analyzing, and applying social data. It contains twelve reports, focusing on four key areas:

  1. Discover the value of social data. The first series of reports lays out the concept of social intelligence, addresses the framework of how successful companies got there, and provides business cases for how to justify the investment.
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Forrester Publishes Its New Online Retail Forecast For Latin America

We just published our new Latin American Online Retail Forecast, 2012-2017 which forecasts growth in Brazil, Mexico and, for the first time, Argentina. In the report, we analyze the B2C and C2C online retail markets in these three countries, and note that:

Brazil remains the largest eCommerce market in Latin America by a wide margin. Despite the economic slowdown in Brazil, eCommerce continues to charge ahead in the country, surpassing USD 12 Billion this year. Unlike the other two markets we forecast in the region, Brazil’s eCommerce market is heavily driven by mass-market consumers: Our surveys indicate that over half of metropolitan online users whose monthly income is less than BRL 4,000 (around USD 2,000) shop online in Brazil. Online shoppers in Brazil are also starting to diversify their purchases beyond early adopter categories such as books and media, consumer electronics and computer hardware.

eCommerce revenues in Mexico are growing rapidly off a small base. In contrast to Brazil, eCommerce in Mexico remains at an early stage, with small but growing revenues. Online buyers tend to be relatively affluent, but per capita online spending remains quite low. As the online buying population expands and starts to encompass a broader demographic, eBusinesses will need to take into account the large percentage of consumers in Mexico who do not have credit cards and who access the Internet outside the home or office.

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Harnessing the Mobile Revolution -- End-to-End

Engaging with users via mobile is now unavoidable - no surprise there. By 2016, smartphone subscriptions in the US will likely outnumber people and in Europe, almost 70% of the population will own smartphones. Consumers want  simple, immediate, and contextual  mobile services.

Mobile offers additional contact options that go beyond the traditional touchpoints you have with a consumer, further embeds your brand into your customers' lives, and, perhaps most importantly, can serve as the central connector between all your touchpoints. The flexibility and immediacy mobile provides enables you to drive customers across and within channels and, at the same time, comes with greater complexity and more need for speed. 

 

eBusiness professionals are at the forefront of this evolution.  In order to drive value for your business and your customer, it is critical that you have a systematic, end-to-end approach to support and connect with customers through this critical touchpoint.
 
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Customer Understanding: Do You Really Know What Your Customers Want And Need?

Right now, companies around the world are barreling down a perilous path — one that isn’t illuminated by customer insights. These companies might think they know what their customers want, but Forrester’s research shows that most companies today have an incomplete — or worse, downright wrong — understanding of who their customers are, how they perceive the current interactions, and what they want and need in the future.

In Forrester’s soon-to-publish book, Outside In, Harley Manning and I illustrate the importance of customer understanding through a case study about Virgin Mobile Australia. The company recently earned the No. 1 spot in customer satisfaction in its market. But in their hearts, Virgin Mobile’s execs knew that the customer experience they provided was pretty much indistinguishable from those of their competitors. And for a company operating under the Virgin brand name, that was a big problem.

Matt Anderson, the former COO of Virgin Mobile, told me, “We weren’t interested in being up to par with industry standards. We wanted to create a differentiated customer experience: one that was uniquely Virgin.” To do that, the company had to take an outside-in view and examine what the Virgin brand meant from the customer perspective.

So Virgin asked some of its customers to create online diaries, and every day for a week asked them questions about Virgin’s brand values: simplicity, fairness, and control. (Words we all naturally associate with our wireless carriers, right?)

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Tech Distributors Versus Telcos: Competing When They Should Be Collaborating

While working on my recently published report, The Cloud-Driven Evolution Of Asian Tech Distributors, the tech vendors and distributors I interviewed drew parallels between telcos and tech distributors, both of which sell cloud-based solutions. However, during further discussion, the friction and competitiveness between the two quickly became apparent. So why should they compete when they can exploit each other’s resources and pursue joint go-to-market initiatives? By partnering, each can focus on doing what it does best to meet customer needs.

Telcos’ reach, ready infrastructure and existing customer bases provide a solid cloud foundation:

  • Back-end infrastructure. Telcos’ robust network and data center infrastructure is critical to setting up and delivering cloud-based services swiftly and without massive additional investment. Moreover, their businesses are well-suited to annuity models.
  • An existing base of enterprise customers. Although telcos aren’t considered a strategic enterprise provider in most instances, their access to a large base of qualified enterprise accounts and existing relationships potentially provides a very good foundation for cloud solution sales.
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Best Practices: How To Implement A Mobile Product And Service Road Map

Too many firms are investing in mobile technologies without a road map. Most companies are investing in a wide range of mobile technologies, but only 40% of companies that Forrester interviewed have defined a mobile road map for the next 12 months. In fact, few firms have a detailed plan on how to create mobile products and services.

Implementing a mobile road map requires an iterative approach. To add new mobile services, product strategists must evaluate consumers’ mobile behaviors and attitudes, adapt their companies’ mobile business plans, refine their overall digital road maps, and assess the maturity levels of mobile technologies.

Successful mobile road maps require investment in supporting activities. Making specific investments in mobile education and skills development, maintaining organizational flexibility to increase speed to market, and adapting to local markets are key to the success of a mobile road map.

For example, the most advanced firms have a mobile steering committee in place — usually part of a broader digital governance team — with representatives from different business units, different roles, and different geographies. The role of such a governance body is not just to set the vision but also to prioritize and select mobile projects based on a clear list of criteria. One global brand’s mobile governance body, for example, identified up to 100 planned mobile initiatives. To select the best ones and rationalize investment, it put a framework in place with four simple questions for candidates to justify the funding of their projects: What benefits will it bring to consumers; what corporate objectives will it serve; what’s the business case; and what new features will be required in the second year?

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The Data Digest: Consumers See Less Value In Email Promotions

Email marketing is at an important crossroads because email is losing its appeal for consumers. Research shows that younger people in particular feel email is too formal. Forrester’s European Technographics® surveys show that consumers’ attitudes toward email marketing have only grown more critical over time. In 2007, 24% of European Internet users agreed that email was a good way to learn about new products, but only 12% agreed in 2010. And 54% of European online consumers state that they delete most promotional emails without reading them.

Are consumers deleting your promotional emails as well? Are you wondering what content and updates your customers value? You should just ask them! Surveys, social media, and offline anecdotes will give you insight into what email content, offers, and even style your users like. For instance, the BBC's GoodFood magazine asked its Facebook fans, "What theme would you like to see in today's newsletter?" and used the results to craft its email content.

Introducing The Experience-Driven Organization Playbook

If you are trolling around our website, you may have seen that we’ve introduced a new way to organize our research, something that we call playbooks.

We made this change because for years we’ve been producing reports that connect to each other in many ways. The connections are obvious to those of us who create the research, but until now, they may not have been as obvious to our many readers.

Playbooks make it easier for you to find the research we have about every one of your customer experience challenges. What’s more, playbooks suggest related research on topics that you might not have even thought to look for. For example, if you’re looking for best practices for how to improve your Customer Experience Index Score, you’ll also see advice on how to sustain continuous improvement once you take the first step.

The first playbook for customer experience professionals is called The Experience-Driven Organization Playbook. It lays out our vision for what it takes to deliver a consistently good customer experience. You can get an overview of all of the research in the playbook by reading “Transform To An Experience-Driven Organization” by my colleague, Harley Manning. Or dive right in with my report that sets the vision for what it takes to build a mature customer experience practice, “Customer Experience Maturity Defined.”  

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Video Highlights From Forrester's Customer Experience Forum East

Thanks to everyone who made our customer experience event a success! That includes both our many industry speakers as well as our terrific, highly engaged audience and sponsors. You rock!

On June 26th to 27th, we had just under 1,400 people at the Marriott Marquis in Times Square. That was up slightly from last year, even though we're offering a second customer experience forum in November in Los Angeles as an alternative (we've pretty much reached capacity at the Marriott). The packed house was a tribute to just how many companies have woken up to the importance of customer experience (CX) as a way of doing business. Personally, I love the positive energy that comes from being around so many people who care about CX.

Our production team just finished editing the video highlights of our main-stage speakers from the event and collecting them on a single page for your viewing pleasure. You'll notice that all of the speeches were themed around Forrester's upcoming book about customer experience, Outside In, which will be available to the general public on August 28th. Forum attendees didn't have to wait until August, though, because we gave them a free digital copy of the uncorrected proof at the event. (With an uncorrected proof, you get a bonus: typos and formatting errors!)

So for all of you who attended, here's a reminder of what we saw. And for those who didn't attend, I hope these videos convey some of the energy and insight that we felt in New York. Enjoy!

Mobile Commerce Will Be Worth 19 Billion Euros Within The EU-7 By 2017

Mobile commerce is taking off in Europe. Retail and travel spend via a mobile phone increased by 70% in 2011. Impulse-buying categories that require little intensive research — such as books, computer software and video games, music, videos and DVDs, and event tickets — are driving a large part of these mobile retail sales. Understanding mobile buying behaviors, the evolution of mobile buyers, and relative mobile spend across Germany, the UK, France, Spain, Italy, the Netherlands, and Sweden are the focus of the Forrester Research Mobile Commerce Forecast, 2012 To 2017 (EU-7), >, and report which has just been published.

The forecast combines insights from the Forrester Research Online Retail Forecast, 2011 To 2016 (Western Europe) with an understanding of smartphone adoption rates and how online buyer sophistication differs from mobile buyer sophistication for each EU-7 country. Smartphone owners are more predisposed to become mobile retail buyers if they have already bought online or if they have already bought mobile apps and digital content. By 2017, mobile retail, travel, and daily deal spend in the EU-7 will rise to €19.2 billion, which will represent 6.8% of online spend. Mobile’s share of total travel spend will be much higher than that seen in retail, as more than 35% of travel bookings for leisure and unmanaged business travel were made online in the EU-7 in 2011.

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