This content also appeared in the June 2013 edition of CRM Magazine.
Web content management (WCM) software has been around nearly as long as the modern Web. This software enables technology pros to develop sites, lets content people create and publish, and helps marketers leverage online channels to engage customers and prospects.
Forrester’s recent research into this vibrant market confirms a fact that buyers of this technology need to be aware of: WCM has become an essential foundation for enabling successful digital experience efforts. And by doing so, it’s supporting one of the last things that corporations and brands can use to differentiate themselves.
Recently, vendors have put resources into expanding features, building, buying, or integrating with various things:
Visitor profile, segment, and targeting tools to deliver personalized content in context
Capabilities to develop and deploy mobile and social channels of engagement
CRM, email marketing, analytics, A/B testing, integrations, and tools
The inimitable Ice Cube once sang that you should "check yourself before you wreck yourself." To be honest, I don't know what else was in that song, but that one line is a good one for today's CMOs to heed if you're looking for success in the age of the customer — an era where your only source of competitive advantage comes from relationships with customers. Over the past few months, I've been writing and talking at length about the importance of moving to a customer-obsessed marketing organization: a well-oiled machine that is organized for and around customers' needs. We use the customer life cycle to illustrate how marketers should approach marketing to differentiate the brand or company in a highly complex landscape of products, media, data, and conversation. There's no one-size-fits-all approach for it either. But there are five key areas on which CMOs should focus to facilitate the transition to a customer life-cycle-driven marketing effort:
When you put the word “sales” and “enablement” together – it sure can mean a lot of different things – to a lot of different people.
As the Research Director on Forrester’s Sales Enablement team – it’s a problem I see every day.
What’s entertaining about this (or aggravating, if you are a sales enablement professional inside a large company) is that not only do many people view those two combined words differently – many of those people are extremely confident their own perspective is the right one. Given what we publish, the number of presentations we give, all of the cross-functional group settings we run into – you might imagine we’ve heard our fair share of strong opinions.
Here are a few highlights of my favorite “certainties:”
· Sales enablement is just lipstick on a knowledge management pig.
· Sales enablement is the new label for sales training.
· Product marketers have been enabling sellers for years, what’s the big deal?
· Sales people should be enabling themselves with all of the resources we provide them.
· Marketing should own sales enablement, because it is clearly a content issue, and the sales force doesn’t have access to good content.
Major events — political, natural, or economic — create a lot of eyeballs on a select set of media and stories. But as friends chimed in on Facebook, Twitter, and texts, they shared stories of who stood by them during the crisis. My colleague Christine Overby and I were discussing what marketers did and should do during a crisis. Do your customers need to hear from you during Hurricane Sandy? We’ve seen a few best practices from companies that are handling communications in a helpful and dignified way. We hope they are useful to our readers in charge of customer communications, both this week and in general.
USAA's mobile app reduces angst. The USAA Mobile App allows customers to report a property or auto claim, submit photos, and view claims status. Storm-related tweets featured a link to the app so that customers knew how to find it and submit a claim. One friend of mine was able to submit a claim, including photos, in about 2 minutes, allowing him to focus on cleaning up the debris. Its relative ubiquity — available for the iPad, iPhone, Android, Windows Phone 7, and BlackBerry — means that any USAA customer with a smartphone can take advantage of these game-changing and life-managing services.
Citi Cards and American Express send emails to offer personal assistance. In a service message to customers today, Citi Card anticipates their needs and offers relevant services like access to cash, fee waivers, and general instructions for getting help. Similarly, American Express offered affected customers help with emergency financial, travel, or medical services. The message from both is targeted, helpful, and intentionally brief — creating the right tone and value in the middle of a crisis.
As a prequel to some of what we'll hear from Laurie at our event, we sent her questions about the FedEx customer experience and why she sees it as a competitive advantage. Her answers appear below.
Q: How would you describe the experience that you want FedEx customers to have?
A: Relationships oftentimes start with a simple handshake. For example, when you meet someone for the first time and extend your hand in greeting, you’re offering to build a relationship. In the same way, we want to offer a hand to our customers to establish a personal and meaningful connection. After all, FedEx is more than just delivering packages. We’re an innovative company that thrives on delivering solutions and programs that meet our customers’ needs and expectations.
Last week, Forrester got about 700 of our friends together (ok, conference attendees) to figure out what is cool and what is critical in marketing today as well as what is likely to cross from the former to the latter. We had amazing presentations from major consumer goods, retail, insurance, and technology brands tackling these different issues.
Below, I have included the graphic illustrations of these presentations (courtesy of Kate Dwyer at Collective Next), highlighting the key takeaways from each. In them, you can see the stories and concepts that our speakers revealed to help the audience progress in this complex marketing world we now live in.
Branding is cool again, according to Chris Stutzman. He studied the relationship expressed by consumers between things like brand pride and brand uniqueness and how they influence premium prices and willingness to recommend. His insight: 21st century brands will be built on different foundations than 20th century brands, especially as they relate to what leads the marketing effort. Product-led brands will suffer as experience-led brands thrive (Note: His report will be coming out soon, but here is preview from Advertising Age).
I am embarrassed to admit that I have lived in the California Bay Area for 18 years and have yet to venture outside of the Los Angeles airport. Some have told me that I "am not missing much," yet others are surprised...as if one is never truly a "Californian" unless you have been to LA for a visit. Well...this year will be my first official visit "in" LA...and excited that the reason for breaking my 18-year streak is Forrester's 2012 Marketing Leadership Forum! My Tech Marketing (i.e., "Travis Martin") colleagues and I have a very energetic, interactive, and fun session in store for you. Join us to learn how to improve your marketing strategies by using "journey marketing" to engage with your customers. Peter Burris and Chris Kelley will kick off our TM track session on April 18 with "Driving Revenue With Journey Marketing." I will follow Chris and Peter with "Getting From Good To Great: How To Create A Winning Social Marketing Strategy." On day two, Lori Wizdo is presenting: "Engage Customers With Lead Nurturing" and Peter O'Neill and Tim Harmon close our TM track session with "Marketing To Customer Value."
I'm delighted to be starting with Forrester as a Senior Analyst serving Interactive Marketers. I am based in our London office and will cover Global and EMEA specific topics.
A little bit about me . . .
I studied computer science in Edinburgh, Scotland over 20+ years ago when it was mostly a mathematical topic — heavy on algebra, programming, and other dry subject matter. While some of these topics remained in academia for many years I have seen how they have come to be nurtured under a more commercial light with recommendation systems and rich analytics solutions proliferating in the marketing technology landscape. These tools live alongside bleeding-edge techniques including neuroscience tools to measure pre-cognitive responses to media, messages, and experiences. It’s clear that the mad scientists and M(ad) Men are working side by side. Of course, marketing will always have a strong and essential dollop of artistic flair in the elixir but without doubt it is moving inexorably toward a science helped, in part, from the massive data sets now available through the web and social paradigm.
My experience in the industry has seen me work with many telecommunications companies, media publishers, startups, and hardware manufacturers on a wide gamut of products, marketing strategies and solutions to problems. Most recently I supported the BBC with short- and long-term CRM/sCRM strategies (across all channels) as well as implementing prototypes in the marketing resource management (MRM) and media planning space. In the mobile domain I recently completed some work with Vodafone Global on a system that wove its own mobile content together with third-party content using recommendation engine technologies and HTML5.
2D bar codes are on buses, in newspapers and magazines, storefronts, product packaging, store shelves, bus stops, mailings from political candidates, and subways. Retail stores like Best Buy, Home Depot and Lowe’s have corporate programs for 2D codes. Honestly, it is hard to name a place that I haven’t seen a 2D bar code. Hard to say if there are more codes — or more consumers scanning the codes. I think it is the former. As with many things mobile, this is more of a supply-side-driven phenomenon than demand-side.
Why are there so many codes? They are one of many mobile technologies that facilitate the connection of consumers to relevant content when they need it. Scanning bar codes simplifies the experience of discovering content or initiating an action on a cell phone like sending a message or adding a contact to a phone. Brands are doing all they can to educate consumers about what codes are and how to use them. Budweiser, for example, has designed an entire TV commercial around tags from Spyderlink on its Bud Light cartons. See the video.
Plastering codes everywhere, however, is working — adoption among US adults has increased from only 1% last year to 5% this year. Adoption among smartphone owners is three times that. While adoption is relatively low today, the strong growth in usage of the codes by brands and consumers alike indicates a bright future for brands looking to deepen their engagement with consumers. Bar codes don’t facilitate just marketing — they will be used 360 degrees around a customer’s journey — from branding or consideration through to purchase and replenishment.
Now that you’ve settled into your latest position as the head of Hewlett-Packard, we wish to make a request of you. That request is, “Please take HP back to the greatness it once represented.” The culture once known as “The HP Way” has gone astray and the people have suffered as a result. Those people are of course the vast collection of incredible HP employees, but also its even vaster collection of customers. They (ahem, we) once believed in the venerable enterprise that Bill Hewlett and David Packard conceived and built through the latter half of the 20th century.
HP became renowned for its innovation and the quality of its products. While they tended to be pricey, we bought HP products because we knew they would perform well and perform long. We could count on HP to not only sell us technology, but to guide us in our journey to use this technology for the betterment of our own lives. We yearn for the old HP that inspired Steve Jobs to change the world – and he did!
We need not remind you of what transpired over the past decade or so, but we do have some suggestions for what you should address to restore the luster of HP’s golden age:
Commit to a mission. HP needs an audacious mission that articulates a purpose for every employee, from you and the HP board all the way down to the lowest levels. Borrow a page from IBM’s Smarter Planet mission. While it sometimes seems over the top, that’s the whole point. It is over the top and speaks to a bold mission to create a new world. Slowly but surely, IBM is making the planet smarter. Steve Jobs got Apple to convince us to Think Different, and we did. What is HP’s mission?