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.
I had the privilege of attending the 2nd annual Procter & Gamble (P&G)Signal P&G event in Cincinnati yesterday, May 30, 2013. The event was created to inspire P&G marketers to accelerate digital, social, and mobile marketing innovation while not losing focus on core brand building fundamentals. Marc Pritchard, P&G CMO, stated several times that “understanding our consumers is core to anything we do in digital.”
The event MC was John Battelle, CEO of Federated Media, who did an excellent job keeping the speakers moving and on point. Stan Joosten, innovation manager, global eBusiness, of P&G played a pivotal role in managing the overall event under Marc Pritchard’s sponsorship and leadership. There were nearly 500 P&G and outside guest attendees as well as many more via webcast.
It was a packed day with 20 speakers and excellent insights. Here are but a few quotes and insights from the day.
Marc Pritchard started the day off with key themes:
“Speed is absolutely essential to winning brand building at speed of digital.”
Main Signal P&G themes for P&G marketers to soak in included: “speed, teamwork, and innovation based on P&G-proven business models, with brands being most important.”
“P&G must innovate by being productively paranoid.” Pritchard based this mantra on the book Good to Great by Jim Collins.
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.
I am excited to announce that after more than two decades as an executive and leader in digital marketing, eCommerce, social media marketing, and business technology, I have joined Forrester as a Vice President, Principal Analyst serving CMOs. One of the main reasons I decided to join Forrester was that I had been a client for more than nine years and had great experiences using Forrester reports and analyst interactions to achieve my business goals and objectives at Newell Rubbermaid and US Department of the Treasury, IRS. My relationship with Forrester goes even further back, as I briefed Forrester on my Intel and Dell products and technologies back in the 1990s. Also, it turned out that I knew more people at Forrester than any other firm . . . so as the old saying goes, I liked and respected the company so much as a client that I decided to join.
Another reason I joined Forrester, and the most important one, is to help CMOs and senior marketing executives solve problems in marketing to today’s consumers. In a world of digital disruption, ultra-connected consumers, and an ever-evolving customer life cycle, the challenge and complexity of marketing to consumers has never been greater. I believe that to overcome these challenges, CMOs are going to have to accelerate their innovation efforts and become digital disruptors in their target markets to succeed.
With that in mind, here are some questions I will be working on as I research CMO-led marketing innovation:
How do CMOs define marketing innovation, and what role are they playing in driving it?
How do CMOs drive innovation in different organizational cultures, ranging from experimental to risk-averse?
What models, processes, and frameworks are CMOs using to drive marketing innovation?
What are CMOs budgeting for innovation now, and how much do they expect to grow their innovation budget in the future?
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.