Or will someone else do it for you? That's the principal question I have after seeing the first week's worth of responses to our Digital Disruption Readiness Assessment survey. This 5-minute survey (available at forr.com/digitalreadiness) is already revealing critical vulnerabilities in corporate readiness. Consider the following data point:
It's not that people think their industries are safe from digital disruption -- quite the contrary. A full 76% see "significant opportunity" for digital to disrupt the industry they serve. Yet only a third think their companies will put the right resources in place to adapt to the changes that digital will bring.
I spoke at a private conference outside of San Francisco on Tuesday and shared our digital disruption research with the room, elaborating on the Lose It! case study I posted on Mashable last week. Afterward, several entrepreneurs spoke to me about their own experiences as digital disruptors. One of them -- who self-identified as a Gen Yer who had recently received $15 million in funding for his startup -- explained to me that the cost of disrupting has fallen so low that he doesn't even think people like him need to go for the big funding anymore (not that he refused it when it came!). He said, "Especially in software, it only takes $30,000 to build anything in software today."
That's a digital disruptor. He's not bound by traditional economics, old-school partnership boundaries, or even antiquated notions of customer privacy. How are you going to compete with someone who thinks -- and acts -- like that?
Yesterday I took the main stage at our 2011 Consumer Forum here in Chicago to introduce the 500+ members of the audience to digital disruptors. You can read about the guts of my presentation in my blog post and learn more about the effect of digital disruptors in "Beware the Digital Disruptors," my Mashable piece from earlier this week.
But what I really want you to do is participate in our Digital Disruption Readiness Assessment. It's found at forr.com/digitalreadiness and takes just five minutes to complete. We launched it yesterday as part of my speech, and many thanks to the hundreds of you who have already hit the survey (even those of you who just checked out the first page and didn't proceed; I want you back). The results are already fascinating and will only get better as we get more of you to participate, so please pass this along to your friends and let's collect enough data that I can share more nuggets as they come through. Here's a teaser:
You're very optimistic: 43% think it's very likely that "My company will be a top provider of its goods and services in five years." Yet only 21% of you think it's very likely that "My company will be more innovative than other firms in our industry or category over the next five years." Red flag: How will your company lead in products if it doesn't lead in innovation?
In our assessment, we ask you to evaluate your industry, your company, and your individual readiness for (or vulnerability to) digital disruption. And here's the real kicker: When we get to the level of the individual, the answers are sure to trigger empathy.
As I write this blog post, somewhere in the hotel below me our Forum team is busily preparing for the opening day of our 2011 Consumer Forum. There I will take the stage as the opening keynote presenter and, although I'm going to be talking about the future, it makes me think about the past. Because in 1999 I stood on a similar stage and offered my first Forrester keynote address, entitled "Meet the Digital Consumers."
Back on that stage, with the help of Forrester's Consumer Technographics survey data, I explained how consumers -- once digitally enabled -- would forever alter the way companies serve them. It's now 12 years later, and everything I said then came true, plus some. I didn't know then about YouTube, Facebook, or Groupon. But I did know that digital consumers would want more benefits, more easily, than they received in an analog world.
Today I'll stand on the stage and introduce people to a new entity: digital disruptors. Because while disruption is not new (just as consumers have always been with us), digital disruption is more powerful than before. It allows more individuals to bring ideas to market more cheaply than ever before. Below is a sneak peek at a key slide from the presentation I'll deliver in an hour's time.
Join me in Chicago on October 27-28 as I help you prepare for digital disruption.
Not old-school disruption, the kind you've heard of before, that takes years to develop and decades to have its devastating effect. I'm talking about digital disruption -- a better, stronger, faster version of disruption that is running rampant across industries as divergent as book publishing, cosmetics, and auto insurance. Digital disruptors are people and companies that use digital tools to: 1) remove traditional barriers to entry; 2) produce better products and services; and 3) build digital relationships with your customers that forever relegate you to the margins of your customer's thoughts and plans. And they do all of this faster than you can.
It's what makers of the app Lose It! are doing to the dieting business (and what their competitors at Daily Burn are trying to do to the folks at Lose It!); it's what Garmin is poised to do to personal training; it's what our magic mirror will undoubtedly do to the beauty and wellness business; and it's what every digital disruptor is plotting to do to your business right now.
Beat them by joining them. Become digital disruptors yourselves before it's too late. How? By stealing crucial pages from the digital disruptor's handbook. Check out this video summary to hear more about The Disruptor's Handbook.
According to an Advertising Age article that discussed a new IBM survey released today, many CMOs "believe that marketing's financial return on investment will become a key marker of success in the next three to five years." With continued economic turmoil, marketing leaders are facing increased pressure to measure their results, but faced with an overhwelming amount of data, finding the right KPI needles in the haystack of information can be overwhelming. To sift through this data overload, we are conducting research for a report on how leading marketers will be measuring success. Take our survey on ROI measurement to tell us how you are changing your ROI approach for 2012, and we'll send you a copy of the results so that you can see how others are navigating the ROI path.
As the economic malaise lingers on, a more frugal consumer mindset is spurring consumers to embrace new digital technologies to make more informed buying decisions. This shift in behavior is releasing shopper marketing from the confines of the store walls, as consumers make purchase decisions at home and on-the-go. Once a tactical outpost in the sales organization, shopper marketing is now being embraced by forward-thinking marketers like Kellogg’s and Clorox, which are focused on getting on their consumer’s shopping list before she even gets to the store. But with this new opportunity comes potential organization confusion. Where does shopper marketing end and brand marketing begin? And where should it sit in the organization? Check out my report, “Shopper Marketing Breaks Out Of The Store,” to find out how consumers' shopping habits are changing, how retailers are responding, and what it means for brand marketers.
How is your consumer shopping differently? And how is shopper marketing changing your organization? Answer here or join the discussion on The Forrester Community For CMO & Marketing Leadership Professionals here.
Budget season is upon us. With a rapidly changing media landscape, many marketers are re-evaluating how they allocate their marketing dollars. How is your budget changing for 2012? Will you take back TV dollars? Spend on social? Move more to mobile? Invest in innovation? I'm writing a new report that will take a look at marketing budget plans for 2012 to help marketing leaders understand how they should benchmark their budgets. Please take a 10-minute break from your email overload to take our survey and tell us your plans. What's in it for you? Take your choice of one of our top summer reports and a copy of the survey results — your own direct line into what your colleagues are planning.
Marketing planning has changed little in the past century. It's essentially a linear process built on the development of rigid 12-month plans built around brand and channel metrics. This approach is coming increasingly under strain as the combined effects of the growth of digital marketing platforms and a volatile economy demand marketing plans that deliver clear business outcomes and can adapt and improve to meet evolving market dynamics.
Over the past 12-18 months, we have come across several marketing organizations that have decided to do something about this situation and look for new ways to improve their approach to marketing planning by adopting some principles borrowed from a relatively new methodology originally conceived for software development efforts: agile development.
From the interviews that we did with marketers that are experimenting with this new approach, several of the key principles of "agile" development looked particularly relevant to innovating their approach to marketing planning:
A clear definition of business outcomes and associated business metrics
All through the past decade, observers in industry and on Wall Street have offered reasons to discount Netflix’s efforts. Supposed obstacles ranged from Blockbuster to scant streaming options to recent rate hikes on DVD renters. When will these people ever learn? We understand why people cheer against disruptive players like Netflix — it would be nice if we could pretend all these digital disruptions will go away. But they won’t, and neither will Netflix. We’ve written about this in our latest report that people who keep an eye on content strategy will find valuable (see our newest report on Netflix).
But it’s not really written for them – it’s written for people who take an even bigger view, as do we. These people – today’s product strategists – know that Netflix is a powerful example of disruptive digital product strategy and are eager to learn how to act like Netflix in their own context and industry. In our report, we extract three specific lessons from Netflix:
Control the product experience. The company that controls the user’s total product experience will win, whether retailer, producer, distributor, or platform. That company will have ultimate control over what options people have, what prices they pay, and what value they believe they are getting. It’s a big responsibility, but it’s one that people charged with product strategy must be willing to accept. Makers of products as wide-ranging as sleeping pills, running shoes, and auto insurance should all follow Netflix’s lead and control the total product experience they deliver.
Last week’s financial market roller coaster is so far not affecting fall TV upfront buys, which are due to convert to orders in late August/early September. MediaPost reports that media agency leaders aren’t seeing any signs of adjustments to the TV upfront buys and expect Q4 to remain strong despite economic uncertainty. Steve Lanzano, president/CEO of the TV station association TVB says, “Back-to-school consumer spending should provide a good barometer for retail spending in the upcoming holiday season . . . But at this time it is not expected that planned advertising spending will be affected."
This attention to the TV market reflects its continued advertising power position. Despite frequent proclamations of TV’s demise, the fall 2011 TV upfronts showed that it remains the go-to media for many advertisers. What is new, though, are signs that nascent TV and digital convergence is now being led by the ad sellers themselves. TV networks like Fox and The CW are following their consumers to multiscreen viewing by offering integrated video ad deals that span on-air and online. What does this mean for marketers? To stay connected with their consumers, marketers must get off of the couch and out of the living room to reach consumers through and beyond linear TV programming. Check out my report “The 2011 TV Advertising Upfronts Preview Convergence Of TV And Digital” to learn more about how these trends will affect brand marketers.