Join The Team Focused On Helping Marketing & Strategy Professionals In China

We are actively recruiting for two research positions in our Beijing, China Forrester office!

China is one of the most lucrative and dynamic markets for global firms today. And, marketing, commerce & strategy professionals need help! Distinctive consumer needs and behaviors, the size and diversity of regional populations, unique internet platforms, and the adoption of mobile, social, and tablets (to name but a few) all present challenges for today’s marketing and strategy professionals as they seek to engage, market, sell, and serve Chinese customers.

Forrester seeks dynamic, analytical, and visionary professionals, with in-depth knowledge of the digital marketing and commerce landscapes in China, to join our growing team in one of the following roles:

Senior/Principal Analyst, Serving Marketing & Strategy Professionals

Researcher, Serving Marketing & Strategy Professionals

If you (or someone you know) are interested in becoming a part of our team, and you want to inspire and guide the decisions marketing & strategy professionals make in China, please apply online here or contact me directly at astockwell@forrester.com. I hope we'll have the opportunity to work together!

B2B Marketers, It's Time To Influence Your Community Strategy With CLICK

Yesterday, I spent a good portion of the day with a Bay Area community platform vendor's exec and management team.  We discussed the current and future state of online communities, spoke about market growth and B2B marketing trends.  It was a passionate, energetic discussion...one of those rare moments when everyone at the table realizes that we all on the same page, each of us "preaching to the choir" about the incredible opportunities that online communities offer to companies across all industries. Opportunities that many B2B marketers miss.  

Well, the time has come for all of you to take advantage of these opportunities. Our Forrester research team has been quite busy over the last 2 months, working on a B2B Online Community Playbook that will provide you with all the research, tools, assessments and guides to help you plan and execute  your online community.  One of the critical reports in our playbook (what I like to refer to as the "heart" of the playbook)  is now available, and provides you with 4 unique community strategies and a simple framework, called "CLICK",  for building them: 

 

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Seizing Opportunity From Digital Disruption

I recently wrote a post about "eBusiness professionals edging closer and closer to the C-Suite. It's happening across many organizations and has a lot of implications -- from eBusiness pros needing to understand stores and branches better to more critically eyeing partnerships and competitors that can help or inhibit growth. No conversation about partnerships or digital disruption would be complete without a discussion of the tech titans and the platforms driving key trends like social and mobile. Amazon, Google, Facebook, Apple... every eBusiness professional we speak with has to have a strategy for working with at least one, if not all, of these firms. The language we hear from folks about these relationships is colorful, including "Deal with the devil," "frenemy," "necessary evil," and so on. Everyone has something to say about digital disruption and how to best harness it, so we decided to put those people on our stage at our upcoming eBusiness Forum and let them have at it!  

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The State Of Customer Analytics 2012

I’m excited to announce that our new research on how firms use customer analytics was just published today.  The new research reveals some interesting findings:

  • Customer analytics serves the customer lifecycle , but measurement is restricted to marketing activities. While customer analytics continues to drive acquisition and retention goals, firms continue to measure success of customer analytics using easy-to-track marketing metrics as opposed to deeper profitability or engagement measures.
  • Finding the right analytics talent remains challenging . It’s not the just the data. It’s not the just technology that hinders analytics success.  It’s the analytical skills required to use the data in creative ways, ask the right questions of the data, and use technology as a key enabler to advance sophistication in analytics.  We’ve talked about how customer intelligence (CI) professionals need a new breed of marketing scientist to elevate the consumption of customer analytics.
  • CI professionals are keen to use predictive analytics in customer-focused applications,  Forty percent of respondents to our Global Customer Analytics Adoption Survey  tell us that they have been using predictive analytics for less than three years, while more than 70% of respondents have been using descriptive analytics and BI-type reporting for more than 10 years. CI professionals have not yet fully leveraged the strengths of predictive analytics customer applications.
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Officially Introducing The Always Addressable Customer

Today, at long last, we published our report officially introducing the always addressable customer, though I (and others) have been talking about it for a while now. Just to refresh your memory, always addressable customers are people who own and use at least three web-connected devices, go online multiple times per day, and go online from multiple physical locations — and it's already 38% of US online adults.

This report was a true collaboration among many people on the Interactive Marketing research team, including Lizzie Komar, who was a pretty new Research Associate at the start of our journey, and who shares her thoughts about the report and its findings in the following guest post:

The Always Addressable Customer report is finally available to Forrester clients, and we‘re really excited about it.

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The Square-Starbucks Deal Will Accelerate Digital Wallet Adoption

Today’s announced partnership between the West Coast innovators Square and Starbucks represents a significant milestone in the advancement of mobile payment and digital wallets. Here’s why:

  • New entrant scale. The Pay With Square digital wallet has suddenly catapulted from a respectable new entrant in mobile payments, driving adoption within the long-tail of retail, to soon being present in every Starbucks, and in NYC, that’s just about every other block. Starbucks, the leader of in-store mobile payments, says that 1 million people per week use its mobile payment app to pay in-store. Its existing mobile payment customers will now be Square’s customers, giving Square an immediate boost in the number of locations and consumers it reaches within the market.
  • Accelerated adoption. As with the Starbucks app, consumers have only to download the Pay With Square wallet and load their funding source in order to use it. But unlike the existing Starbucks app, the Square digital wallet works with other merchants. According to Square, merchant acceptance is very quick and no-to-low cost, and Square promotes its participating merchants to users of the wallet. I think this set of factors will motivate other merchants — both large and small — to use this as an opportunity to trial mobile payments in their stores. Today’s announcement is unclear about whether the initial implementation will have Starbucks embedded in the Pay With Square wallet, but at a minimum, this deal gives Square broader visibility and awareness and the opportunity to earn the confidence of new customers with its digital wallet, which will drive broader adoption overall.
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How Do YOU Organize For Open Innovation?

Quickly: Open Innovation is about engaging external parties (e.g., customers, partners, employees, etc.) to source new ideas for products and services. We've developed a Forrester playbook for open innovation, complete with a self-assessment, a strategic road map, and even a view into the landscape of tools and vendors that can help you along the way.

However, one of the questions that we haven't answered yet is how product strategists get their firms to organize for open innovation. Our hypothesis is that this is more of a cultural shift than a straightforward change in organizational structure. We are kicking off some research on this important topic now, and in the spirit of being "open," I'm asking you to either post your comments in reply to this blog post or reach out to directly to my colleague srose@forrester.com to schedule an interview so we can discuss how you are organizing for open innovation at your firm.

In return for your participation, we'll send you a copy of the report (if you're not already a client), and perhaps even feature your organization as an example — depending on your willingness to be included, of course. So please chime in and tell us about your best (or worst) experiences in trying to make your product innovation more open. We look forward to hearing your thoughts. 

Thanks,
Carl

Brocade Partnering Directions in 2012

Brocade held its Asia Pacific (AP) Partners Summit 2012 last week in the capital of China’s Yunnan Province, Kunming.  For a company which has been the subject of perennial takeover rumors, I was interested to know if it had anything new to convey to its partners.  I was also looking forward to meeting Regan McGrath, Brocade’s newly appointed VP for Global Channel Sales and Marketing and Charlie Foo, Brocade’sVP for the Asia Pacific region.  

Brocade emphasized three key target areas for innovation and investment:

  • Ethernet Fabric: Brocade’s 2nd generation Ethernet fabric technology is aimed at organizations driving virtualization and cloud-related consolidation initiatives.
  • Campus Network: Part of its Effortless Network vision, Brocade’s recently announced HyperEdge technology targets innovation in the campus LAN market.
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HTML5 – Maturing Desktop Browser Support Opens The Door To Enhanced Commerce Experiences

 

eBusiness and channel strategy professionals are no strangers to HTML5. Ubiquitous support for the next generation of open web technologies (HTML5, CSS3, and JavaScript) across smartphones and tablets has made it easy for mobile development teams to start leveraging these technologies. However, fragmented browser support for HTML5 and CSS3 features on desktop browsers has thus far dampened the appetite of developers to embed HTML5 into their desktop eCommerce sites.

As we roll towards 2013, the tide is turning; leading online brands, including Apple, Best Buy, Four Seasons Hotels, and Rue La La to name a few, are now putting the features of HTML5 to use on their desktop sites with the goal of enhancing the online experience for customers using modern browsers like Chrome, Firefox, and IE9. We are at an inflection point: With consumer adoption of HTML5-“capable” desktop browsers widespread and web developer understanding of the technology rapidly maturing, HTML5 is no longer an emerging toolset for mobile and tablet development. Instead, it is fast becoming the de facto standard for web experience innovation across touchpoints.

As eBusiness teams evaluate the business case for HTML5 on the desktop, it is important to remember that this not an all-new technology— it is a collection of individual features that extend the existing W3C HTML standards. The decision to start using HTML5 or CSS3 does not require any changes to or throwing away of existing code. Instead, eBusiness teams can simply enhance the user experience of existing sites by incrementally using the new features of HTML5. HTML5 puts more tools in the box, but it doesn’t change the fundamentals of how to build the website.

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At HP, Reality Is Fast Becoming Perception. Shouldn’t Marketing Act?

 

What is going on at HP? Or rather, what is not happening at that company?   Ex HP- marketer Peter O’Neill here with some observations.

I am sure you’ve all consumed the numerous stories about HP over the last 18 months: CEOs being fired and hired in an almost show-business fashion; a board not paying enough attention; business strategy speculation (is the PC business in or out? – imagine this, for a while, the PC business unit actually ran ads arguing against their CEO’s plan!); multiple tablet announcements, and withdrawals; plus a long list of failed, mistimed, or simply stupid acquisitions. Clearly, many journalists, who are not technology market experts, now see HP as being run incompetently.

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