I’m often asked how I went from marketing women’s skincare at Neutrogena to Timberland boots for outdoor guys, as they seem to be such different businesses. But for me, they have more in common than you might think. They are both strong global brands, with products you can trust and passionate, involved consumers. My passion is for figuring out what is at the heart of a brand, how consumers connect with it, and how to connect with them — understanding what those consumers have in common and where their needs are different, whether they are in Milan, Minneapolis, or Mumbai or whether they are an outdoor guy or a city woman.
At Forrester, I’m going to delve into these areas: harnessing the consumers’ voice in the marketing process; when you should listen and when you should not; the similarities — how global brands can stay true to what they are, while embracing local consumers' needs; and what this looks like in the virtual age, when global walls separating consumers in different countries have fallen down. What’s the butterfly effect of a marketing program in Shanghai on a consumer in San Francisco? What are the differences — for example, how women consume media differently than men, particularly interactive and social media, and how that affects the media mix. Finally, with so many choices, and so few dollars (or pounds or RMB), how can marketing leaders identify what return they are getting on their spend?
So here’s where I need your help. What are your brand-building challenges? What would you like to learn more about that will help you and your team connect with your consumer?
Having analyzed consumers' technology behavior for more than 11 years now here at Forrester, I've seen a certain pattern surface in the uptake of technology: When new technologies become available, it's Generation X (ages 31 to 44) that adopts it first, but it's Generation Y (ages 18-30) that runs with it. Gen Xers have money to spend on technologies when they're still premium-priced, but Gen Yers have the time on their hands to really explore all possibilities. For example, when we look at online activities, young consumers spend more time online and are involved in more activities (especially when we look at social networking). However, for mobile Internet, we see a different pattern emerge.
Forrester's Technographics® data shows that Gen Xers are equally active on their mobile phones, and in some instances, like playing games, they rival the usage of their younger counterparts. In other instances, like checking news, sports, or weather or checking travel status, Gen Xers actually outpace Gen Yers.
Companies that want to target these groups should ensure that their mobile Internet experience is consistent with the regular Internet presence, ensuring a seamless experience for their consumers. The Mandarin Oriental Hotel Group is a perfect example of a company that identified the mobile needs of its clientele and then created a unique experience that allowed users to effortlessly connect both through their mobile device and online.
The reports show that Windows 7 penetrated the consciousness of the market by the end of 2009, with a strong majority of US consumers aware of the product. We also found that consumers who adopted Windows 7 in Q4 were generally very satisfied with their Windows 7 PCs.
Perhaps the most interesting finding of the reports involves upgrade behaviors. Historically, most consumers have not upgraded their PCs with new OSes -- though Mac users and some technophile consumers have been an exception on this count. Instead, the majority of consumers have acquired new OSes when they purchase their new PC. These are known as "replacement cycle upgrades."
With Windows 7, however, upgrade behavior was much stronger. Why? In short, Windows 7 is a thinner client program than was Windows Vista, meaning that it works well on older hardware configurations. In the past, OSes were designed with Moore's Law as an underlying assumption -- that is, that newer PC hardware would be significantly faster and more powerful than the previous generation's hardware. Windows 7, however, is a less burdensome OS than Windows Vista. The rise of Netbooks, the physical assets of multi-PC households, and an attachment by many consumers to their Windows XP machines all contributed to the need for a sleeker, thinner Windows OS, which Windows 7 delivered.
Among early adopters of Windows 7, in Q4, for the first time upgrading behavior matched replacement cycle purchasing, as this Figure shows:
This achievement wasn't unexpected -- in August, 2007, we predictedthat Acer would become a formidable industry titan: "Acer's announcement that it will acquire Gateway is a clever plan, as Acer simultaneously improves its brand recognition, channel reach, and opportunity for gains in margin. Like IBM Deep Blue, Acer strategists calculated several moves ahead in the global PC chess game. If the execution is solid, this deal will create a powerful third-place PC competitor that will challenge HP and Dell by 2009, and it portends the rise of non-Japanese Asian PC superpowers."
Acer has proven shrewd in product strategy over the past few years. (Indeed, we declared that "even war strategist Sun-Tzu" couldn't have done better!). Acer's work with Ferarri was a masterstroke in branding (from an unexpected company, at the time). Acer's excellence in netbooks has ridden the wave of the market at the right time. More fundamentally, Acer's cost structure benefits from its proximity to Asian-based factories and original design manufacturers (ODMs). Dell, once the king of cost structure, isn't in as privileged a position. And Acer's access to retail channel (including Gateway's) and experience in SKU management in retail is currently superior to Dell's. (Dell re-entered retail after a long hiatus).