Mobile Is Not Yet Delivering On Its Marketing Promise

Is this the long-awaited year of mobile? Last week, Facebook announced that its quarterly profits had more than doubled, driven in large part by mobile; 62% of Facebook’s ad revenue now comes from advertising on mobile devices. Forrester forecasts that mobile will be the fastest-growing digital marketing category in 2014, increasing 47% in 2013 over the prior year. And Forrester believes that we are witnessing a mobile mind shift — “the expectation that I can get what I want in my immediate context and moments of need.” 
 
But mobile’s marketing moment has not yet arrived. While consumers continue the rapid shift to mobile, marketers have not yet realized mobile’s brand building potential — because for too many marketers, mobile remains a tactical underfunded offshoot disconnected from a CMO's brand building efforts. This is a missed opportunity.  
 
Marketing needs a mobile mind shift. To harness the power of mobile, marketers must start with the experience they want customers to have with their brand, not the technology. Then determine what role mobile can play in delivering, improving, or even reinventing that experience — by creating, anticipating, or addressing a customer's mobile moment. Because the new battleground for customers is the mobile moment — the instant in which a customer has a want or need — Forrester has identified three types of mobile marketing moments.
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Most B2B Marketers Struggle To Create Engaging Content

When it comes to content marketing, the majority of business-to-business (B2B) marketers we surveyed last month are not as mature as they think.

Roughly half of respondents (52%) are in the early stages of assembling a content strategy and executing against it. We call this early majority "aspiring editors," and while their practices are often inconsistent or not fully embraced across the organization, these marketers are busy laying the foundation upon which to build an editorial point of view that gives their buyers something useful and valuable to read, watch, or interact with. 

In a new report, published today (subscription required), we took a closer look at the maturity of content marketing practices among 113 B2B marketing professionals. Half of our respondents hail from companies with 1,000 employees or more, and 41% occupy senior marketing positions including the title of CMO or senior vice president. When compared to peers, most (51%) believe their practices are very mature.  

But that bar is not very high when an overwhelming 85% can't connect content activity to business value and, as a result, fail to create those intimate long-term relationships that will form the primary source of competitive advantage in business from now on.

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CMOs: Step Up To Lead The Transformation To Customer Obsession

Since rising to prominence as a part of the C-suite back in the late 1990s, the role of the chief marketing officer (CMO) has never been as critical to the success of organizations as it is in today's customer-driven post-digital age. And CMOs are taking notice, stepping up to the leadership challenge as a full partner in the C-suite. As marketers indicated in our report on The Evolved CMO In 2014 (subscription required), their business leadership requires them to optimize the marketing organization they oversee. Forrester believes that as empowered customers take control of their relationship with brands, CMOs must optimize their teams by redefining their organization in the form of a marketing operating system (MOS).

An MOS-based structure transforms every facet of a marketing organization requiring CMOs to inspire their organizations to think and act differently. It’s up to you, the CMO, to establish the vision, define the new values, and model the behaviors you want from your team as you implement your MOS.

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Navigating The Post-Digital Agency Landscape

I recently joined Forrester’s CMO team as a principal analyst covering agencies — the world where I spent most of my time over the past 15 years. I have been fortunate enough to have worked at thriving agencies as they have undergone major change: Avenue A as it built out its media capabilities and tools; OMD at its start — merging four strong media divisions to form one media buying firm; and for the past five years, 360i as it grew from a search powerhouse into an award-winning full service digital agency.

As marketers shift their focus to become more customer-obsessed, agencies are evolving to provide the strategy and services needed to usher brands into the age of the customer. My research will focus on how CMOs can navigate and nurture their agency relationships and how agencies can evolve their businesses in the post-digital agency landscape.

I explore this further in my report "Brief: Business Models Determine Agency Strengths," which details the role of an agency’s business model in setting its focus on innovation, integration, or implementation.

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