Marketers are always falling in love with mobile’s latest “shiny new object” and new technology acronyms — 5G, BLE (Bluetooth Low Energy), NFC (near-field communication), RWD (responsive web design), etc. — and they’re constantly looking for the next platform, whether it’s virtual reality (VR), bots, artificial intelligence (AI), or the internet of things (IoT).
However, it is time to stop this quixotic quest for a paradigmatic new platform to replace mobile! Instead, recognize that mobile will activate these adjacent technologies to enable new brand experiences.
Over the past decade, smartphones have become a sort of black hole, integrating a huge array of sensors, but mobile is now exploding back out to our environments. Sensors and connectivity are expanding beyond smartphones to our wrists, bodies, cars, TVs, and washing machines as well as to buildings and “invisible” places in the world around us. The IoT is generating tectonic shifts among digital platforms and tech vendors, signaling a new wave of disruption, and unleashing new forms of competition.
The IoT is also redefining brand engagement by enabling marketers to:
Listen to their customers and analyze their real behaviors.
Create more frequent and intimate consumer interactions.
I’ll be brief, because I know you’re busy. If you’re a customer-obsessed marketer, you should plan to attend Forrester’s annual Forum designed just for you – MARKETING 2016. Join us and 600+ marketing leaders in New York City on April 26-27 as we dive deep into the issues that matter most to you. Our agenda this year is comprised of five sections:
1. Thriving In The Post-Digital Age: Led by our own VP/Principal Analyst Shar VanBoskirk, hear our latest research on what it takes to succeed as a marketing leader in a world where digital embeds in everything.
2. Customer Understanding: Sick of all the noise about big data? Join VP and Research Director Srividya Sridharan as she uncovers how to move from data, to insights, to business action.
3. Contextual Engagement: Principal Analyst Rusty Warner will be joined onstage by eBay and J&J as they discuss best practices in using situational context to drive deeper customer engagement.
4. The Leadership Question: Forrester’s Michelle Moorehead will moderate a superstar panel on the changing leadership role for CMOs.
5. The Power Of Trust: Principal Analyst Fatemeh Khatibloo will discuss how your ability to manage consumer privacy will be a key differentiator in building trust.
As all organizations operating in Australia understand, the line between brand, marketing, and customer experience (CX) disciplines has blurred as people gain access to companies, services and products on their own terms. How can you thrive in this dynamic environment? Start by effectively coordinating between brand, CX, and marketing teams.
We’ve filled our agenda with senior CX and Marketing professionals from leading organizations across Australia, and beyond. Key topics they’ll cover include:
Driving business results, competitive advantage, and growth by delivering the right customer experience.
Identifying the key practices and behaviours that fuel CX innovation.
Building and maintaining a brand in a digital world.
Instilling an understanding of customer emotions into design experiences and branding strategy.
Systematically improving CX through effective measurement.
A CMO and a CIO walk into a hotel bar (Let’s call them Tom and Dick). After ordering a drink, Tom says, “Dick, I really need to start working with a DMP this year, and I want your help selecting one.” Dick says, “A DMP? My enterprise architecture team is building a near real-time, self-service data management platform. We’ll be done by the end of the year. You’re going to love it in 2017!” With an absent look on his face, Tom says “A DMP is a piece of AdTech that we can use to quickly target tailored audiences with our ad campaigns. It’s not a back-office data warehouse”. Dick laughs and says, “Ad campaigns? Didn’t you just buy a campaign management tool from one of those so-called marketing cloud vendors? You know, our CRM system has a campaign module, not to mention an enormous customer database.” Tom’s response: “You’re not getting it. Cross-Channel Campaign Management is a MarTech tool, not CRM. And a DMP is not a customer database.” Exasperated, Dick shouts, “What the hell is the difference between MarTech and AdTech anyway!”
Valentine’s Day is just around the corner, but for marketing and insights professionals, the love between a customer and a brand should be present all year round. Today, building loyal customer relationships is increasingly challenging; it requires effort, patience, and empathy. “Love at first sight” may be a fairytale and few consumers commit to a brand until death do them part, but those companies that forge deeply emotional bonds and align with consumer values gain a competitive edge.
Therefore, professionals striving to foster customer love must understand consumers holistically by answering questions like “What are consumers naturally most passionate about?” “Where are consumers engaging when not with my brand?” and “How do current lifestyles create opportunities to connect with new customers?”
My latest report, which blends Forrester’s Consumer Technographics® survey, behavioral, qualitative, and social listening data, reveals that US consumers who prioritize their health have a distinct attitude that sparks broader lifestyle choices. “Health-conscious” is not just a descriptor; it is also a driver, as consumer commitment to health stems from a deep need for self-improvement.
Most CMOs today have to close gaps in data collection within and across marketing units, integrate the data to transform it into actionable insights, and foster a closer working relationship among these units to achieve the overarching business goals. Building a command center may be a distant priority.
However, I have argued that digital command centers are intelligent nerve centers that let brands quickly track digital moments and respond appropriately to manage their reputation, retarget display ads, drive new sales opportunities, and provide customer support. In effect, it’s a marketing organization’s digital gold mine. On a broader scale, this marketing capability will importantly feed into an entire firm’s system of insights.
“Once you scale beyond a couple contributors and teams, it gets messy.”
– Content marketing leader at Intel
That’s as succinct a summary as you’ll get for the pains of contemporary content marketing. Even as marketers flock to it, experienced practitioners know of content marketing’s side effect: An unmitigated mess, with lots of people producing piles of content all at the same time, all over the world.
Cue the Content Marketing Platform, or CMP. CMPs emerged to bring order to this cross-channel, cross-organizational, cross-brand, cross-geography, cross-everything content mess, by putting all the people working on content in to a common and shared space.
[Editorial note: Forrester publishes approx. 50-60 wave reports per year, or about one per week on average. Of those, only about a dozen each year are entirely new. This is one of the latter.]
The CMPs assessed in this report – Contently, DivvyHQ, Kapost, NewsCred, Oracle, Percolate, PublishThis, RebelMouse, and Skyword – can cite content marketing giants as part of their client list like: GE, Pepsi, Marriott, BlackRock, IBM, Dell, Diageo, Unilever, MasterCard, and Colgate-Palmolive. And they are picking up new ones relentlessly; as a group, they’re doubling software revenue year after year.
To pin down exactly what CMPs do, here is Forrester’s definition:
In less than one week, Forrester's Forum For Marketing Leaders (April 29-30) kicks off in London. In addition to industry thought leaders from the likes of adidas, BBC, Eurostar, and Royal Bank of Scotland, we will be hearing from Nigel Vaz, Senior Vice President & European Managing Director at SapientNitro. During the panel session, "The Future Of Agency and Brand Relationship," Nigel and fellow experts will be discussing the role of agencies in helping brands succeed in the age of the customer.
In the run-up to the forum, I caught up with Nigel to get his perspective on the key challenges and trends in the agency-brand relationship. Here's what he shared with me, and do join Nigel at the forum to get the full story.
Q: How do you see the age of the customer impacting your clients' businesses?
A: The emergence of a whole new consumer group with different behaviours, expectations, and requirements has been fascinating to watch. This group of digitally empowered consumers own multiple devices and are online frequently throughout the day from multiple physical locations. Essentially, the adoption and usage of technology is more advanced among these leading consumers than is the case at many companies which seek to serve them. They expect brands to meet them in those places and spaces at a time of their choosing and for the experience to be consistent, wherever the touchpoint may be.
Asia Pacific marketers have moved from experimenting with social media in the recent past to integrating it into their marketing mix. However, a large number are guilty of setting and measuring metrics, such as vanity metrics, that do not inform the next course of action.
To increase your chances of social marketing success, you must:
Build an understanding of your audience. Brands all too often mistake social media platforms as a broadcast channel and rave about their own products and services without first understanding the conversations going around them. Astute marketers will first deploy listening platforms by studying the social behaviors of their target audiences and the context of their conversations. Forrester’s Social Technographics® will tell you both how social your audience is and the types of social behaviors in which they engage.
Invest in social marketing based on clear business outcomes. Many Asia Pacific marketers are still allocating media budgets based on user consumption of media — or worse, on how budgets were allocated in previous years. But this model is obsolete, thanks to new methods of accessing data and harnessing technology. Marketers must be able to answer which specific social activities drive specific business outcomes and boldly reallocate marketing investments based on these. For instance, marketers must show how their Facebook strategy has driven fans to their eCommerce site and helped stimulate them to complete a sale.