Bridging The CIO/CMO Disconnect In Asia

Fred Giron

It’s a fact: Marketers in Asia purchase digital technologies without involving the tech management department. They do it because they believe that:

  • Digital technologies are key enablers of successful marketing strategies. Customers in Asia Pacific in general, and in Singapore in particular, are always connected and empowered by technology to access the right information in their moments of need. They increasingly value — and do business with — organizations that provide them with experiences that are effective, easy, and emotional across all customer touchpoints. It’s not a surprise, then to see marketing professionals — just like their colleagues in sales, product management, and customer service — source digital technologies to enable such experiences.
  • The tech management department hinders their business success. This is the more worrying part, but if you take a step back, as a technology management professional, you understand why. You work with technology life cycles that are oriented toward core business, back-end systems like enterprise resource planning and therefore are risk-averse and slow. However, marketers need tech management professionals who are open to innovation, experimentation, and moving toward a risk-tolerant, agile life cycle that supports digital experience delivery.
Read more

TechnoPolitics Podcast: Our Take On Google I/O & Mobile App Development

Mike Gualtieri

Listen to Forrester analysts Mike Gualtieri and Michael Facemire's lively discussion on this year’s Google I/O Conference, including the over-the-top Google Glass skydiving keynote emceed by none other than Sergey Brin.

  • Google I/O Conference highlights
  • Native versus HTML5: The mobile app development debate continues
  • iPhone and Android own the market now. Will Microsoft be number 3, or will Amazon surprise everyone again?
Read more

Wrigley’s Customized “MyExtra” Gum: Exciting Product Strategy, Slow Fulfillment

JP Gownder

Product strategists at Mars, Incorporated are experimenting with mass customized offerings quite a bit.  In addition to their build-to-order customized M&Ms offering, their subsidiary Wrigley has just rolled out MyExtra gum, which prints personalized wrappers on Extra gum packs.

Product strategists at Wrigley declined Forrester’s recent request for a research interview, but judging from the myextragum website and their press release, the offering is a really interesting example of a creatively mass customized product strategy.  Why?  Product strategists at Wrigley have:

  • Redefined the product using customization. Myextragum isn’t just gum with a customized wrapper. Instead, it’s a greeting card (Mother’s day, birthday, other holiday) or a business card (to be given to patrons) plus gum. Wrigley is moving into a non-adjacent, previously orthogonal product market in one fell swoop. That’s aggressive and creative.
     
  • Justified the higher price point. At $4.99 – though the price reduces with bulk orders – the product is pretty expensive for a pack of gum. But, again, it’s not a pack of gum – it’s a greeting card or business card that also has gum inside. This pricing makes sense when you think of the price of Hallmark cards or custom business cards.
Read more

Mass Customization Is (Finally) The Future Of Products

JP Gownder

Mass customization has been the “next big thing” in product strategy for a very long time. Theorists have been talking about it as the future of products since at least 1970, when Alvin Toffler presaged the concept. Important books from 1992 and 2000 further promoted the idea that mass customization was the future of products.

Yet for years, mass customization has disappointed. Some failures were due to execution: Levi Strauss, which sold customized jeans from 1993-2003, never offered consumers choice over a key product feature – color. In other cases, changing market conditions undermined the business model: Dell, once the most prominent practitioner of mass customization, failed spectacularly, reporting that the model had become “too complex and costly.”

Overall, the “next big thing” has remained an elusive strategy in the real world, keeping product strategists away in droves.

Read more