For the past two weeks, I was on holiday with little access to the Internet. It wasn’t that I'd gone to the ends of the earth; I was, in fact, traveling through the South of England, but we just didn’t come across many places that had Wi-Fi access. During our holiday, I also started to notice that the Brits have a more restrained way of using their mobile phones in public. While I’m used to seeing people around me in the Netherlands checking their mobile whenever and wherever, I hardly saw anyone in the UK browsing on their mobile when in the company of others.
When I commented on this to my colleagues after my return, they attributed it to my rosy outlook due to my time off. So I looked at Forrester’s Technographics® data to compare US and UK smartphone users’ behaviors. Smartphone ownership in the UK isn’t that far behind that of the US: Our recent Forrester Research World Mobile Adoption Forecast, 2013 To 2018 (Global) shows that about 61% of US mobile subscribers use the mobile Internet compared with 49% of their UK peers — and we expect these numbers to grow to 75% and 70%, respectively, in 2018. More striking is our 2013 data that shows that usage of smartphones at home is comparable in both countries — but it’s the usage at restaurants and coffee shops that really differs:
Get ready for the barrage of bad speculation about Twitter and its imminent dominance of online retail. If you didn’t hear already, Twitter hired Nathan Hubbard, a former Ticketmaster exec, to figure out its commerce revenue stream. Interesting yes, but game-changing, no. Here’s why: startups tend to look for smart people first and figure out their jobs later. The mentality often goes like this: “We need to figure out what we’re going to do in X, this guy has a rock star background in it, let him build a team and see what happens.” And even if the person doesn't succeed, it's OK. They move on. These people have great resumes. That said, here are the biggest reasons for my question marks around Twitter’s success in commerce:
What works best in commerce is something Twitter already gives away for free, which is its tweets. For example, some of the most successful users of Twitter in a retail context are companies looking to liquidate inventory or send notes about limited supply of promotions, like the Dell Outlet or Groupon — all done effectively via a tweet. In many ways, a tweet is like an email title — it draws people into a click with a few sexy words. The challenge is that tweets have the same problem as emails: they don’t make their technology parents any money because everyone gets to use the tools for free.
Summer's winding down and it's time for people to get serious about closing out the year and looking forward to a digitally disruptive 2014. I can tell because the phone is ringing off the hook these days and nearly every call has the same focus: What steps can we take now to get the jump on digital disruption?
First, I'm thrilled to get these calls because implicit in the question is the belief that digital disruption is real. I've found that to be the case in the many months I've been on the road speaking about my book Digital Disruption and calling people to adopt the digital disruptor's mindset. Very few people doubt the unique power of digital disruption, in fact, they often have better examples of disruption to offer me than the ones I came prepared to talk about.
But after the mutual thrill of excitedly comparing case studies, these conversations have rapidly settled down to the same question: What can we do about it? It's precisely in that spirit that Tom Pohlmann, Forrester's Chief Marketing & Strategy Officer, sat down with me to get the straight scoop on what companies can do right away to understand and act on digital disruption. The result is an 18-minute interview that we're serving up as a podcast under the Forrester Talks Podcast. You can either listen to the whole thing in one shot (episode 1) or consume it in bite-size, topic-focused chunks under episodes 2, 3, and 4.
Earlier this summer, Gallup published their 2013 State of the American Workplace report. That report showed that higher levels of employee engagement correlate with better customer outcomes like improved satisfaction scores and loyalty. But it also found that rates of employee engagement in the US working population remain stubbornly low: Fully 70% of US workers report that they’re either not engaged with their jobs, or actively disengaged.
Create employee engagement roadmaps. Customer experience leaders should start by assessing the level of employee engagement at their firms today. With this data in hand, CX pros can perform gap analyses to identify areas for improvement.
Firms must actively engage external vendors and third-party partners to deliver a unified customer experience (CX). Why? Because partners across the supply chain influence the quality of customer interactions. Sometimes these partners are the face of your company on the front lines in the form of agents, dealerships, value-added-resellers (VARS), distributors, and outsourced call center reps or technicians. Alternatively, they might act behind-the-scenes in the case of suppliers, outsourced credit or risk services, or billing and invoicing vendors. These 3rd parties are a critical component of what Forrester calls the customer experience ecosystem: the complex, interdependent set of relationships and interactions between customers, employees, and partners that determine the quality of every customer experience.
Failing to engage partners not only degrades customer experiences, it costs companies money. Here are a few examples:
Supply chain issues that plagued Google around its Nexus devices through this past holiday season left countless customers empty handed, undermining sales numbers. It also resulted in the UK managing director at Google to issue a personal apology to British customers and offer a refund for shipping to those who were able to purchase a device.
The ways consumers find information about companies or brands is changing. Where natural search results once were the primary way users discovered content or websites, now non-search engine media such as mobile apps, social networking sites, and consumer review hubs are veritable contenders in your users' paths to discovery. Users have become so comfortable searching and discovering online that they employ their own methods and weave together personal paths of discovery that lead them to what they’re looking for. To ensure that marketers are “findable” across all different types of media, Forrester believes that search marketers must shift the scope of their work from just buying paid search ads and conducting SEO projects to enabling brand discovery — a practice we’ve dubbed “discovery marketing” — the practice of collecting users engaged in all forms of digital discovery.
This won’t be easy. Search marketers have been marketing on search engines for over a decade and are no strangers to success — the need to expand their oft-effective strategies doesn’t feel quite pressing to most search marketers who hardly struggle to meet their search-engine-centric goals. And sure, they’ll continue to meet their search engine goals but will miss out on incremental benefits if they continue to ignore the opportunity that lies for them across other types of discovery media. But where and how to start?
The insurance industry is in the midst of a mobile gold rush. Carriers across all business lines have jumped on the mobile bandwagon, rolling out mobile functionality to their policyholders and agents. Many carriers have relied on a single, basic metric to quantify mobile success: app downloads. But as insurers’ mobile strategies are maturing, so too is the demand for more sophisticated proof of mobile’s business impact. But few digital insurance teams possess more than the basics. In our latest Mobile Insurance playbook report, we explore the numbers that can make mobile insurance business plans hum.
Earlier this year, we talked to a number of insurance mobile strategists so we could better understand why so many insurers were behind when it came to mobile measurement. We learned that mobile initiatives have been:
Random. Early mobile apps were cheap to build, meaning that business process owners like marketing, sales, agency management, claims, and others rushed to get them into iTunes and Google Play without always considering what they wanted the functionality to do for the business.
Complicated.The business of insurance is messy. Multiline carriers want customers to buy bundles, but haphazard mobile execution often means that mobile functionality is uneven across products lines and processes. Add in an expansive ecosystem of agents, brokers, and service providers ranging from body shops to physicians, and carriers could be drowning in mobile data, but still be thirsty for the one mobile metric that could justify a critical investment.
[UPDATE, Sepember 2013: Entries for the 2013 Forrester Groundswell Awards are now closed. More than 100 companies entered more than 130 social programs this year, and we're looking forward to reviewing them and recognizing the best at our 2013 eBusiness Forum on November 5.]
The entry deadline for the 2013 Forrester Groundswell Awards is just one week away - August 30, 2013. These awards recognize programs that showcase the effective use of social media to advance an organizational goal. We've got new categories this year - check out our video for details - and over the past week, my colleagues have given their advice on how to win an award for 'social reach' and for 'social depth.' Today, I want to give some tips on how to win an award in our 'social relationship' category.
More news from Mountain View on Tuesday, where Internet powerhouse Google released the much-anticipated Data Driven Attribution (DDA) feature for its Premium users. The release of Google’s DDA approach comes as no surprise to the analytics and measurement community. The world of attribution measurement is constantly evolving and new attribution approaches, new players, and new tools regularly enter the market, enabling marketers to select the right attribution tool for their business needs. It was only a matter of time before Google released a persuasive, more advanced measurement offering.
First, the Data Driven Attribution feature is only available for Google Analytics Premium users. It has several notable features worth highlighting:
Google DDA’s approach is statistically driven methodology. Google’s DDA approach is a huge improvement over its rules-based Attribution Modeling tool (which is available for FREE for Google Analytics users). The DDA approach uses probability modeling to best estimate the values of each interaction. The approach itself is transparent, understandable, and Google is extremely open about how it calculates the value parameters.
The August 30 entry deadline for Forrester's 2013 Groundswell Awards is right around the corner. If you have not submitted an entry yet, what are you waiting for? If you believe that you do not have what it takes to be a "winner" -- here is some insight on what we look for when judging Groundswell Awards entries. Since my research focuses on Social Depth, I will use the Forrester Groundswell Social Depth category as an example. But first, let me define "Social Depth":
In our latest social marketing playbook report -- which my colleague Nate Elliott summarizes in this blog post -- we define Social Depth as tactics that help prospects explore and buy your products. When you provide Social Depth on your own branded website(s), you offer detail about what your brand stands for and expose your prospects to real customer experiences.
Basically, if you are a B2B or B2C company and you have a . . .