In days gone by, when a British monarch died, the town crier would roam the streets of London calling out, “The king is dead. Long live the King.” This seemingly contradictory statement announces the beginning of a new regal era. The old king is dead; long live the new king. In 2013, the old era of siloed digital marketing ended and a new era of what Forrester calls post-digital marketing began. There was no official town crier and so perhaps you missed these headlines:
January 2013: Forrester’s David Cooperstein observed, “We are at another inflection point, as we move from digital marketing as a renegade effort to post-digital marketing . . . We are entering a world where digital innovation is merging with traditional marketing fundamentals to create new approaches, new brand leaders, and new models for success.”
September 2013: Procter & Gamble’s Global Brand Building Officer Marc Pritchard echoed this sentiment when he declared the end of the digital marketing era, saying that all digital marketing is “just brand building.”
Two or three years ago, software buyers in the market for new and improved tools for managing website content and cross-channel digital customer experiences had a typical request: “Help me replace my legacy web content management system with a new web content management system.” It was out with the old, legacy, hard to use system, and in with a new solution that perhaps had a few new capabilities, but which still looked and felt like… a web content management system.
As we approach 2014, that WCM buyer is asking for a whole lot more. Enter the digital experience platform – an emerging software category poised for takeoff as enterprises seek to differentiate through better digital customer experiences.
Forrester has defined the digital customer experience platform and 14 specific tools and capabilities in our TechRadar report for application development and delivery pros.
We took the research further in another recent report, a Market Overview report covering digital customer experience delivery platforms. This reports describes 17 representative software vendors and their offerings as they try to tackle this robust market with a diversity of capabilities; each has a different approach. Our research has identified players with heritage in four vendor categories: web content management (e.g. Acquia and Adobe), eCommerce (e.g. Demandware, Digital River), marketing solutions (e.g. Hubspot, Razorfish), and enterprise business software providers (IBM and Oracle).
Tag management tools are much more than the management of tags. Strategic use can:
give control of digital marketing campaigns to marketers – relieving significant IT burden,
significantly reduce digital marketing implementation and operational costs,
garner support for digital marketing programs – even in highly regulated firms – by offering detailed multi-stakeholder visibility and control of scripts and digital data,
reduce the “stickiness” and dependence on digital technology vendors, and
enable digital data syndication, which in turn drives dynamic segmentation and bottom-up attribution programs.
Forrester is currently assessing the tag management capabilities of top global brands, advising on their strategies and guiding them with their digital marketing road maps. Also; tag management research is ongoing with a few papers due for release later this year.
The penned merger of equals between Publicis and Omnicom takes two large networks of agencies and folds them into one behemoth holding company significantly larger than WPP, which would fall into second place. To gain strength in building a future, Publicis has been aggregating large digital shops to complement its traditional creative agencies; at the same time, Omnicom has been amassing a large contingent of small shops that grew quickly under its Diversified Agency Services (DAS) umbrella of digital firms in the race to lead the "new" thing.
Why merge now? The ad agency world and the technology world are on a collision course, centered on how well companies manage their business or consumer customer. I first mentioned this in a post about change management in my Forbes blog almost exactly one year ago. As agencies find themselves up against tech services giants like IBM, Accenture, Sapient and Deloitte, they are being asked to deliver:
Marketing and business strategy based on deep data. No marketing strategy is competitive today without the strength of managing and interpreting data. Both firms have invested in disparate platforms to build insight into the planning process. Agencies like Rosetta and RAPP use data to inform the strategy to build customer engagement, getting ad efforts closer to Moneyball-like results.
Over the past 12 months, I’ve taken a number of client inquiries on globalization and multilingual strategies. But in all cases, it turned out that the challenge wasn’t really providing multilingual support. Instead, organizations are struggling to meet demand among customers, suppliers, partners, regulators and others for direct access to core enterprise systems from multiple regions, often through mobile devices or pervasive web applications. So the real question is: How are user engagement strategies affecting our ability to achieve a single, global business and technology platform that supports the increasingly pervasive use of mobile technologies?
This is now a top-of-mind consideration for many companies, especially as emerging markets are an increasingly important part of their global business strategies. The challenge is how best to tailor and adapt their products and services to capitalize on these emerging market opportunities without losing the benefits of economies of scale and the requirements for global transparency and compliance. And it’s not just about global IT service delivery; it’s about how technology can now serve the unique needs of both internal and external users, particularly where major differences may exist across language, culture, law, infrastructure, geography, value systems, and the economy.
Not long ago, digital marketers lived by the rule “Content is king!”
Today, what matters is what you do with that content and your digital channels. In 2013, digital experience (DX) is king, so it’s imperative that you deliver interactions that are personal, contextual, and multichannel. We’re talking websites, mobile, social, email, and kiosks — with Google Glass and more coming soon.
Firms need the right technology in place so IT and marketing pros can deliver on this big vision if they intend to differentiate via digital. But let’s be frank: This is a complex challenge, and many companies are a long way from solving it.
Our report provides IT, business, and marketing pros a deep look at 10 providers of web content management (WCM) solutions — Adobe Systems, Acquia, Ektron, HP Autonomy, IBM, Microsoft, OpenText, Oracle, SDL, and Sitecore. We analyzed solutions across 100 criteria, reviewed extensive product demos, and spoke with dozens of WCM vendor customers. We heard the good, the bad, and the ugly of WCM use in the field. And, for the first time, Forrester’s WCM Wave looks at an open source platform (Drupal), through the lens of Acquia, a for-profit company that supports Drupal.
After spending opening day at CES, I couldn’t agree more with my colleague Sarah Rotman Epps in her blog post that CES matters more now than ever to every marketer, product strategist, and C-level executive in every industry. Across the CES floor, connected TVs, tablets of all sizes, and a new breed of “phablets,” combining the form factor of tablets and smartphones into one, confirmed the fact that we’ve left the PC-dominated world behind for a mobilized and connected home and work life where content and context will dominate.
What struck me while I walked the floor at CES was that Peppers and Rogers were actually way ahead of their time. Remember them, the ones who wrote The One to One Future way back in 1996, well before the digital age became a reality? Their vision continues to become a technology-powered reality. With CES showing an abundance of new ways to connect with mobilized customers, the ability to target, reach, and effectively communicate with customers one-to-one, customizing and personalizing messages and offers to their unique needs, is increasingly within the reach of the marketer.
Available channels to the customer exploded on the CES floor to include everything from connected TVs and other devices in the home to all types of mobile devices and ruggedly made tablets built for the enterprise and everything in between. All are connected and share content in the right context to the devices consumers or business customers want, when and where they want it — just like Peppers and Rogers dreamed would happen.
I only just recently started watching Mad Men — a shock to many of my marketing peers and to regular folks who now think I’ve been living under a rock for the past five-plus years. I’ll save my thoughts on the show for another time, but what strikes me at least once during each episode is how much everything (tactics) and nothing (strategy) have changed. Similar fundamental challenges weigh on Sterling Cooper’s clients’ minds and on our CMO clients’ minds today: How do we connect with our consumers in a way that differentiates us from the competition? While Don Draper was limited to print and TV, thanks to digital platforms and tools, today’s CMOs have an almost-infinite number of options with which to build relationships with consumers.
2013 is the year that digital takes on a much more significant role in marketing and business strategies at business-to-consumer (B2C) organizations, and CMOs will be responsible for shepherding the change. 2013 is the year that CMOs will leverage digital tools to drive innovation of new compelling brand experiences — not as add-ons or enhancements but as integral elements of the brand’s messages, actions, and products that will differentiate your offering.
B2C CMOs, your 2013 resolutions should be to:
Embrace digital disruption. Digital disruption has remarkable strength. It's able to bulldoze traditional sources of competitive advantage faster, with greater power, at less cost than any force that came before it — and no business is immune. CMOs must make a strategic commitment to innovation and stop thinking about digital as another media channel. Digital is everywhere and should elevate marketing and business priorities for consumer benefit.
Does your brand include Seniors (those ages 65+) in its digital marketing strategy? It should. Here’s why. Forrester recently published a demographic overview of Digital Seniors, and the findings are suggestive: 60% of US Seniors are online — that’s more than 20 million online Seniors in the US.
How are US Seniors using the Internet and technology? While they trail behind younger generations when it comes to device ownership and online usage, they integrate technology into their lives in ways that are relevant for them. For example, they use it as a way to connect with family and friends — 46% of US online Seniors send and receive photos by email, and just under half have a Facebook account.
Seniors aren’t as active on the Web and are less likely to own a smartphone or tablet as younger generations, so many campaign managers don't see them as an obvious target for digital campaigns. But they do have a number of advantages compared with younger consumers, including 1) their size — there are about 21 million online Seniors in the US; 2) their income — they have far more money to spend than 18- to 24-year-olds; and 3) their brand attitudes — they are more brand-loyal, with 63% of online Seniors agreeing that when they find a brand they like, they stick to it, compared with 53% of all US online adults.