Just Published: The Forrester Wave™: Customer Analytics Solutions, Q4 2012

Customer Intelligence (CI) professionals invest in data-mining, predictive analytics and modeling tools and technologies to make sense of the deluge of data. In the past, they've had to adapt horizontally-focused analytics and modeling solutions to a customer intelligence and marketing context. Today, however, they can consider a gamut of customer analytics and marketing-focused analytics providers that have not only analytics production expertise but also domain and role-focused expertise.

We just published our first evaluation focusing on the customer analytics category here: The Forrester Wave™: Customer Analytics Solutions Q4 2012 . After screening more than 20 providers for analytics products specifically catering to customer analytics applications, we identified and scored products from six of the most significant providers: Angoss Software, FICO, IBM, KXEN, Pitney Bowes, and SAS. Our evaluation approach consisted of a 70-criteria evaluation; reference calls and online surveys of 60 companies; executive briefings; and product demonstrations. The core criteria included key dimensions such as core functionality (data management, modeling, usability); analytics production; analytics consumption; analytics activation and customer analytics applications. The evaluation also included the strength of the current product and corporate strategies  in the customer analytics market as well as the future vision for this category.

We found that four competencies define the current customer analytics market:

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Your Customers Are Complaining. Do Something About It

I'm about to start a gut renovation of my kitchen, which, of course, is an incredibly stressful not to mention expensive project. For cabinets, we got a recommendation for a designer at a local cabinet store. We met with her, got some great ideas, and went home to wait for the quote.

After no word for a week, we reached out for an update. Several days later, she finally called and quoted a dollar amount over the phone. I was thrown off. No written quote? No detail? When I asked for more info, she emailed me a fantastic quote that included drawings and details on every component but had a slightly higher price at the end than what she'd quoted verbally. Odd. Then, as we made changes to the design, this miscommunication pattern repeated. We ultimately decided to get cabinets elsewhere.

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B2B Marketers, Get Inspired By Our 2012 Groundswell Award Winners!

Today, at the Forrester eBusiness Forum in Chicago, Nate Elliott announced our 2012 B2C and  B2B Groundswell Awards winners and finalists!  One of my most enjoyable tasks as a Forrester analyst is reviewing all of the Groundswell awards submissions. And I know many of you also look forward to seeing the innovative approaches that other B2B companies use to listen to and engage with customers.  This year, we received 45 entries and  we judged submissions across seven categories:  Listening, Talking, Energizing, Spreading, Supporting, Embracing and Mobile. 

 

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The Data Digest: Magazine Readership On Digital Devices

This week the news broke that Newsweek, one of the most recognized magazine brands in the world, will cease publishing its print edition after nearly 80 years and go all digital in 2013. The news got quite a bit of attention globally — it even made it into the printed edition of a Dutch newspaper. Of course, this didn’t come as a complete surprise, and Forrester has published enough about digital disruption and the media meltdown to know that newspapers and magazines have to change their strategy.

But the news got me wondering to what extent consumers use their digital devices for media consumption at this moment. Forrester’s North American Technographics® Media And Advertising Online Benchmark Survey, Q3 2012 (US) shows that about one-fifth of US online adults consume magazine content digitally, meaning they visit magazine websites or read digital publications.

This is lower than for newspapers, where about one-third of the US online population reads newspapers digitally — and 14% digital only (compared with 5% for magazines). Those who read digital magazines only are far more likely to be male, the average age skews younger than 35 years old, and only one-quarter of them regularly spend money on magazines.

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Winners Of The 2012 Business-to-Consumer Forrester Groundswell Awards

A few minutes ago I had the pleasure of announcing the winners of the 2012 Business-to-Consumer Forrester Groundswell Awards at the Forrester eBusiness Forum in Chicago. I hope you’ll take a few minutes to read through, not just the highlights below, but the full entries for all the finalists and all the winners — because once again this year we received many outstanding entries. It’s clear that social media has reached a tipping point, where savvy companies are using social tools to pursue real business objectives rather than simply chasing fans and followers. The 2012 winners put social programs to use in their organizations — successfully marketing their wares, supporting their customers, and generating insights.

Here, then, are our B2C finalists and winners for 2012.

Social Impact (Business-to-Consumer)

Winner

Million Moms Challenge Community by Blog Frog

ABC News and the United Nations Foundation partnered with BlogFrog to raise awareness and funds around issues affecting moms and babies around the world. This program identified more than 800 social influencers and activated them to create trusted content about motherhood. In total, the bloggers reached more than 15 million readers and garnered over 31 million total social media impressions. This in turn led tens of thousands of people to get actively involved: More than 15,000 people signed up for the Million Moms Challenge Community in the first two weeks.

Energizing (Business-to-Consumer)

Winner

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The Tech Industry Channel Is Cloud-Confused; Colt Technology Services Is Well Into It

 

There continues to be a cacophony of marketing noise from technology vendors about their cloud strategies; while the announcements sometimes include messaging for their channel, many partners are still unsure of their future role in the industry. Nearly two years ago, Tim Harmon and I (Peter O'Neill here) published two reports on this, and earlier this year the Cloud and Technology Transformation Alliance (CCTA) reported that its survey of 229 channel partners in North America revealed that 13% of the partners still lack a cloud strategy altogether and 42% describe their strategy as “nascent” or “evolving.” CCTA also collected the alarming statistic that 65% of channel partners know that they’re losing business because of their cloud shortcomings; that is, the partners know that their customers are asking for cloud services but cannot react.

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What it Means That Apple's iPad Crossed The 100 Million Mark

In just a few hours I will be on stage keynoting Forrester's eBusiness and Channel Strategy Forum: Seizing Opportunity From Digital Disruption. This is an exciting event because it was one year ago at this same forum that I debuted our research on Digital Disruption, to overwhelmingly positive response. 

It's now a year later and a lot has happened. Digital Disruption will soon be available as a hardback book (also as an eBook, natch). You can pre-order a copy now at Forr.com/DDbook. To complete the book I had to get far outside of my comfort zone -- I work with media companies and consumer product companies primarily, but to prove that digital disruption is a fundamental change in the way we all do business, I had to interview people in the pharmaceutical industry, the military camouflage industry, and I even recently spoke to the CIO of a cement manufacturer! And to my pleasant surprise, they were every bit as digitally disruptive as their counterparts in the consumer-facing enterprises that we think of when we imagine digital disruption.

One of the main reasons every company can be and eventually must be a digital disruptor is the rise of digital platforms. These platforms are founded on a set of devices, wrapped together with software experiences that identify each customer individually, and are open to app contributions from thousands of partners. The platform owners that matter today are Amazon, Apple, Facebook, Google, and Microsoft.

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iPad Mini: The Best Outcome Of A Worst-Kept Secret

Today, Apple unveiled a new lineup of devices: new iMacs, Mac Mini, a 13-inch Retina MacBook Pro (which, weighing in at only a half-pound more than the Air, is sure to be a best-seller, as its predecessor was), a fourth-generation 9.7-inch iPad (with 4x faster A6X processor, expanded LTE, faster Wi-Fi, Lightning connector, improved cameras, and other refinements), and…ta da!...the long-awaited iPad Mini. As early as October 2011, credible reports from Taiwan surfaced about a 7.85-inch iPad, so it’s no surprise to see this product. And yet, Apple’s execution dazzles. You pick up this device—which weighs only 0.68 pounds—and it feels feather-light, perfectly weight-balanced—and decidedly not made out of plastic, as its competitor devices are.

I want to pause for a moment to comment further about the weight, because my very first impression of the first-generation was “It’s heavy!,” much to the chagrin of Michael Tchao, VP of Product Marketing for iPad. The iPad Mini has a larger screen than competing devices from Barnes & Noble, Amazon, and Google, but it’s somehow lighter than its competitors. Here’s how the weights compare, courtesy of each vendor’s product specs page:

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Why Use a Toothpick at a Banquet? (or The Technology and Measurement of Customer Experience)


Customer experience horror stories are not quite as inevitable as death and taxes but they are close cousins and we all have a large back catalogue of screw-ups to rant about operatically.  That crappy cheese sandwich, the misleading advice about product features or being ushered into an avoidable gargantuan queue by a staff drone.  Some of my own frustration exotica include annoyances like harmoniums couriered from India and only good for firewood (or modern art) on arrival in Edinburgh*. Yes, the world is a stage but some brands can look like The Three Stooges on it.
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Q&A with Jesper Thomsen, VP Sales & Customer Service, Maersk Line on B2B Customer Experience

Peter O'Neill here. I hope that most of you would agree that mastering customer experience is just as valuable for B2B firms as it is in B2C. And yet, there isn’t much information around on B2B customer experience, let alone case studies providing practical advice on how to get B2B customer experience right.  Well, at Forrester’s upcoming EMEA Forum dedicated to Customer Experience (London, November 6-7), I am hosting a “virtual track” of four sessions that debunks myths about customer experience for B2B companies. In one of the presentations, Jesper Thomsen, VP Sales & Customer Experience, Maersk Line, one of the largest shipping companies in the world, will discuss how his company improved its Net Promoter score from -10 to +30 over 30 months – an improvement program that involved staff throughout the enterprise. I recently caught up with Jesper in preparation for his session – for a sneak peak on how Maersk mastered B2B customer experience, check out our conversation below. I hope to see you in London where Jesper will share the full story!

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