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.
If there was one overall theme, it would be persuasiveness. In fact, this was presented as self-evident — an almost inherent quality of any great infographic — so the interview primarily focused on what makes an infographic persuasive.
“First, I’d say, they all have a clear focus. The designer has gone in and removed all the extraneous details so you see just what you need to understand the message behind it.”
I couldn’t agree more. In my own graphics, I am constantly trying to simplify and boil them down to the essential elements — from the text and layout to the colors and icons — that help make the point of the graphic clear.
But in the process of simplifying my graphics, I have sometimes found myself approaching a line — and it’s one that you do not want to cross — after which the graphic is too simple, lacks sufficient context, and loses all its weight. For example, I’ve simplified the pie chart below and used color to help emphasize the point of the graphic.
When I interviewed clients for a recent telecom sourcing best practices report, I heard a recurring refrain: “We need to drive down costs.” Both CIOs and sourcing and vendor management (SVM) professionals measure the health of their department with the amount of annual cost savings they can achieve. While this is a laudable metric, over time it can skew SVM pros’ perspectives and cause them to miss an opportunity to provide value to the business in the form of a vital “always-on” service.
SVM pros should:
Accept that cost savings are limited and short-term. Telecommunications is highly regulated in Asia Pacific; local competition is limited and governments own significant stakes in incumbent telcos. While cost savings can be had, they will diminish over the lifespan of a contract. SVM pros must understand how to work with lines of business and suppliers to create more value for the organization.
Focus instead on always-on service availability. Firms must focus on the fundamentals: ensuring that their communications services push toward always-on service availability. Getting the right price for services is important, but SVM pros in Asia Pacific must align business needs to service sourcing and ensure that the service delivers the expected value in terms of availability and quality.
Engender trust with providers with long-term commitments. View service providers as long-term partners; this will take the uncertainty out of the relationship and engender trust. One company was happy to lock in a five-year rental with an equipment supplier, eliminating a source of business risk in a volatile Asian economy. Focusing on long-term contracts gives providers the impetus to serve you well.
But what are the trends, and what are the best practices?
We are hearing from all the pharma stakeholders four stories that are driving the questions that are being asked of the data:
Pharma needs to get away from its focus on molecules and pivot to a holistic view of disease. As per a senior IT manager at a major pharma in a meeting with me last week: "We have to deliver whole solutions, and not just pills."
Pharma needs to understand prescribing behavior in the formulary and in the physician's office better in order to influence it and thus drive sales. As per a senior marketing manager from a meeting recently: "In the old world, we just sprayed and prayed," meaning that the marketing campaigns aimed at the physician did not discriminate as to who that physician was.
Genomic-based drugs are driving changes though the amounts and types of data that the industry must manage.
In my previous post, I covered the increasing popularity of "infographics" — both the term and the wide range of examples. I cautioned against unthinking imitation; like most trendy things, their surface shine can distract from their bad qualities, and it’s easy to lose sight of basic principles and objectives. And this distraction is partly to blame for the currently polarized perception of bar charts, which are seen as both antiquated and ideal.
Both Forrester clients and internal colleagues often tell me “We want something better than bar charts” when describing how they would like to see their data visualized. At the same time, I also hear from others, jaded by the onslaught of overdesigned data graphics, who insist there is nothing better or more accurate than bar charts when it comes to visualizing and comparing data points. They don’t need all the “bells and whistles.” “Edward Tufte!” they cry.
So, what’s causing this divide? How can a chart type be so polarizing? I think the answer lies in both the implied perception of bar charts as this basic, limited chart and the array of bad examples of both alternative visualization methods and bar charts themselves.
Too little data, too much data, inaccessible data, reports and dashboard that take too long to produce and often aren’t fit for purpose, analytics tools that can only be used by a handful of trained specialists – the list of complaints about business intelligence (BI) delivery is long, and IT is often seen as part of the problem. At the same time, BI has been a top implementation priority for organizations for a number of years now, as firms clearly recognize the value of data and analytics when it comes to improving decisions and outcomes.
So what can you do to make sure that your BI initiative doesn't end up on the scrap heap of failed projects? Seeking answers to this question isn't unique to BI projects — but there is an added sense of urgency in the BI context, given that BI-related endeavors are typically difficult to get off the ground, and there are horror stories aplenty of big-ticket BI investments that haven’t yielded the desired benefit.
In a recent research project, we set out to discover what sets apart successful BI projects from those that struggle. The best practices we identified may seem obvious, but they are what differentiates those whose BI projects fail to meet business needs (or fail altogether) from those whose projects are successful. Overall, it’s about finding the right balance between business and IT when it comes to responsibilities and tasks – neither party can go it alone. The six key best practices are:
· Put the business into business intelligence.
· Be agile, and aim to deliver self-service.
· Establish a solid foundation for your data as well your BI initiative.
Ten years ago, Forrester published some research with the slightly awkward title of ‘New Payment Systems’ Survival Guide’. One of our findings was that many successful new payment systems have some kind of ‘must-have’ transaction that encourages customers to go through the hassle of learning how to use a new system in the first place. Good examples of ‘must-have’ transactions include eBay’s auctions for PayPal, travel to work for Transport for London’s Oyster, and online shopping for iDeal.
Ever since, I’ve been seeking the ‘must-have’ transaction that will spark consumer adoption of mobile payments in developed economies. But what if there isn’t one? (And, after 10 years, it’s probably time to admit that there isn’t). The answer is to focus relentlessly on both lowering the barriers to mobile payment by making it as easy as possible for customers to use a new system and to increase the benefits by maximizing the number of ways and places customers can use a system.
When we look at our Technographics data on mobile banking adoption by bank, it’s clear that some banks are doing much better than others. Why?
Some banks are lucky. Some banks have distinctive brands or propositions that have earned them a customer base that is younger, better educated and higher income than the population as a whole. These customers are more likely to own smartphones, more like to use the mobile Internet, and more likely to be technology optimists. That makes them pre-disposed towards using mobile banking and so relatively easier to persuade to adopt mobile banking.
Others have just worked hard. The rising tide of mobile Internet adoption is not raising all boats at equal speed. Some banks have persuaded far more of their customers to use mobile banking than others. The secret of their success? The digital banking teams at the most successful banks have worked long and hard to design, build and promote mobile banking services that meet their customers’ needs.
Royal Bank of Canada (RBC) leads all of North America.RBC again took the top spot in the 2012 Canadian Bank Digital Sales Rankings, scoring 77 out of a possible 100. It continues to tweak and improve an already good design; the bank started a major redesign in 2009. RBC continues to excel in areas big and small: For example, the firm presents fulfillment options in an easy-to-read format (see screenshot below). In 2012, Royal Bank of Canada improved its navigation, content, and online application functionality, and its score for 2012 reflects that improvement.
Citi and Wells Fargo top the US banks.Citi and Wells Fargo topped Forrester’s 2012 US Bank Digital Sales Rankings by delivering on multiple levels. Both banks combine good usability with exceptional account-opening processes. For example, Wells Fargo uses presentation best practices to make its checking account fees clear to customers and prospects (see screenshot below).
Technology is radically changing the way bank customers interact with their providers, and mobile touchpoints are at the forefront of this change. In the past five years, mobile banking adoption in the US has more than quadrupled, hitting 17% by the end of 2011. This represents a compound annual growth rate (CAGR) of more than 33%.
As such, eBusiness professionals and mobile strategists at banks are in a white-knuckle contest to out-do each other in the mobile space. To evaluate and gauge banks’ mobile offerings, we applied Forrester’s Mobile Banking Functionality Benchmark to the four largest retail banks in the US.
What we found:
Big US banks offer solid, not-yet-splendid, mobile services. We employ 63 individual criteria in our Mobile Banking Functionality Benchmark methodology. The combination of weightings and scores for the criteria generates an overall score based on a 100-point scale. In our inaugural ranking, the four largest US banks posted an average score of 63 out of 100 – above our minimum standards but far from perfect.