The government of Singapore has released its 2014 budget, which includes S$500 million (US$400 million) to help drive economic changes at small and medium-size businesses (SMBs). This spending will focus on:
Telefónica invited us recently to its European Analyst day at the headquarters of Telefonica UK (O2) in Slough. Jose Luis Gamo Global Solutions CEO Multinationals started off the day with an ambitious outlook on strategy and revenue growth. He highlighted Telefónica plans to deepen customer engagements by addressing their needs for global contract consolidation, as well as demands for M2M solutions, big data & s analytics and cloud services. Telefónica certainly has a lot to offer. But is Telefónica doing enough to position itself well in the evolution to markets driven by customer experience? We believe that there is potential because:
Telefónica is increasingly competitive in winning global enterprise network contracts. After the global landmark deal with DHL, Telefónica has added large companies including Ferrovial to its customer base. Telefónica, the largest European operator by capitalization, is increasing contract values with existing customers through cross selling activities. Their ability to do so is enabled by a demonstrable focus on the following initiatives: Strengthening professional account management, increased commitment by Telefónica group to the enterprise market, as well as initiatives to improve service management, the technical architecture, customer services and the terms and conditions.
IBM has just announced that one of Australia’s “big four” banks, the ANZ, will adopt the IBM Watson technology in their wealth management division for customer service and engagement. Australia has always been an early adopter of new technologies but I’d also like to think that we’re a little smarter and savvier than your average geek back in high school in 1982.
IBM’s Watson announcement is significant, not necessarily because of the sophistication of the Watson technology, but because of IBM's ability to successfully market the Watson concept.
To take us all back a little, the term ‘cognitive computing’ emerged in response to the failings of what was once termed ‘artificial intelligence’. Though the underlying concepts have been around for 50 years or more, AI remains a niche and specialist market with limited applications and a significant trail of failed or aborted projects. That’s not to say that we haven’t seen some sophisticated algorithmic based systems evolve. There’s already a good portfolio of large scale, deep analytic systems developed in the areas of fraud, risk, forensics, medicine, physics and more.
Digital disruption - swifter, deadlier, and more inevitable than any disruption before - tears down and rebuilds every dimension of business. And marketing is no exception. As more media and experiences become digital, marketers must work with an invisible technology backdrop that changes the way people think and behave and - ultimately - how brands go to market. In my new report, Emerging Touchpoints Require a Marketing Mind Shift, I explore the specific effects of digital disruption on marketing, and the four new fundamentals marketers must embrace as a result.
I published an article on Advertising Age this week that explains these fundamentals in detail:
Emerging technologies — from smart objects and wearables to behind-the-scenes taxonomy tools — are radically changing how customers think, act, and relate to others. And in turn, forcing a rebuild of how brands must go to market on every dimension. It's clear that marketers who try to respond to this seismic shift with today’s practices and skills will fail. So how can marketers adapt? There are four new fundamentals to consider:
At Forrester, we believe that 2012 is an inflection point for mobile market research. Specifically, 2012 will be considered the “big bang” for a new era in market research — one in which mobile devices will become a critical vehicle to connect, engage, and subsequently understand the consumer. As such, we have recently published two reports that address this very important emerging methodology for Market Insights (MI) Professionals.
The first report, entitled “The Mobile Market Research Landscape 2012,” explains why mobile research will become the heart of market research. Although only a fraction of MI Professionals are currently leveraging mobile, the report reviews the reasons why mobile is here to stay and the advantages of leveraging this approach — such as the ability to capture real-time insights, gain access to hard-to-reach sample, or get more personal with respondents. In addition, given the opportunities to collect different types of data via mobile phones, we provide an overview of the quantitative, qualitative, and behavioral approaches currently available. And, no overview report is complete without a discussion of the current challenges that still face mobile research, such as security and privacy, and our recommendations for what MI professionals need to do to prepare for this shift to this new world.
The second report, entitled “How To Plan For Mobile Online Survey Takers,” addresses a growing issue not often discussed among MI Professionals — the increase of what we call mobile online survey takers. We define this group as:
My colleague Lindsey Colella and I attended the Vision Critical Summit in New York this week and were inspired by how market insights professionals are truly embracing the value of market research online communities (MROCs). Among the emerging and innovative methodologies, this is the one that we are seeing gaining significant traction: The Greenbook Research Industry Trends (GRIT) Report shows that this is the top emerging methodology used by client-side researchers — with 36% currently leveraging it.
What did we learn at the event? In addition to reinforcing MROC best-practice tips like closing the loop with panelists and incentivizing in a relevant way, which Lindsey recently wrote about in her report “Best Practices For Managing A Market Research Online Community,” the following best practices and examples caught our attention:
· Internal marketing is critical. Market insights professionals need to “sell” the value of MROCs to various business units across the organization. One electronics retailer did that by hosting monthly meetings in which the MI team presented all the research collected in the MROC to the cross-function business leaders.
As an analyst, my job is to examine the emerging research methodology landscape and see what trends are evolving and how market insights professionals are leveraging and integrating these new techniques into their research toolkit. While this type of research is extremely enjoyable, every now and then I am lucky enough to be able to get my hands dirty and play with some of these methodologies. This time around, I got to play with passive mobile behavioral measurement data.
Similar to online behavior tracking, mobile behavior tracking passively records the activities that consumers perform on their mobile phone. With this data, you are able to know, for example, how many inbound and outbound texts are made, when and for how long a person uses an app like Facebook, or how many megabytes of data they downloaded or uploaded. Vendors that provide this tool include Arbitron Mobile, comScore’s MobiLens product, Research Now Mobile (formerly iPinion), and RealityMine (a spin-off company from Lumi Mobile).
This shouldn’t come as a surprise, but I love talking about cool, emerging, and innovative research methodologies. Over the past two years, I have been focusing a lot of my time on researching these techniques and have written several blog posts on this topic. For example, how prediction markets can help determine which concepts will succeed or fail in the marketplace. And how 2012 is the year of mobile, and market insights (MI) professionals need to leverage this channel.
In continuing with this theme, I am launching a blog series focused exclusively on highlighting emerging methodologies that MI professionals should take notice of and examine whether to incorporate into their research tool kit. I will highlight any cool research techniques I come across, as well as any vendors that are building interesting technology tools for market research purposes.
For this inaugural post, I will highlight location analytics. Essentially, market insights professionals can use a consumer’s location information that is transmitted by their mobile phone to understand what they are doing in their daily lives. For example, you can understand where your target customer is shopping, how she got there, and which competitor stores she drove past. The consumers being tracked do not have to “check in” every place they go to gather this information. Instead, all of the location data is passively collected after a consumer opts in.
As promised in my blog last week, here is part 2. In part 1, I introduced the two trends reports we did this year and showed the list of trends for business technology. These are trends and technologies to consider first with your "business hat" on. This blog post lists the other 10 trends to view first from a technology lens because they are of lower interest or impact to the business.
We have created four new categories to make IT stakeholder identification easier: 1) application platforms will be of high interest to your app dev and management teams; 2) integration will be of interest to app dev, data integration specialists, and even process folks (considering that processes can and should be integrated with apps and data); 3) infrastructure and operations; and 4) mobile computing, which spans infrastructure, app dev, and possibly line-of-business relationship managers who are very keen on mobility. And don't forget your security and compliance stakeholders, who will generally care about all of these!
Before listing the trends and technologies, I also want to introduce a new twist to our research this year - we have identified four major themes that run through many of our business technology and technology trends. These themes are so broad and far reaching that we thought it worth calling them out separately; we are advising our clients to understand these themes as the context for responding to individual trends: