Having analyzed consumers' technology behavior for more than 11 years now here at Forrester, I've seen a certain pattern surface in the uptake of technology: When new technologies become available, it's Generation X (ages 31 to 44) that adopts it first, but it's Generation Y (ages 18-30) that runs with it. Gen Xers have money to spend on technologies when they're still premium-priced, but Gen Yers have the time on their hands to really explore all possibilities. For example, when we look at online activities, young consumers spend more time online and are involved in more activities (especially when we look at social networking). However, for mobile Internet, we see a different pattern emerge.
Forrester's Technographics® data shows that Gen Xers are equally active on their mobile phones, and in some instances, like playing games, they rival the usage of their younger counterparts. In other instances, like checking news, sports, or weather or checking travel status, Gen Xers actually outpace Gen Yers.
Companies that want to target these groups should ensure that their mobile Internet experience is consistent with the regular Internet presence, ensuring a seamless experience for their consumers. The Mandarin Oriental Hotel Group is a perfect example of a company that identified the mobile needs of its clientele and then created a unique experience that allowed users to effortlessly connect both through their mobile device and online.
Last week I was at Forrester's Consumer Forum in Chicago, where I gave a presentation with the title “If The Company Only Knew What The Company Knows: Introduction Of A Knowledge Center Can Empower Market Research Professionals.” For this presentation I did quite a lot of research and talked to many market researchers who have implemented some kind of knowledge management system. Knowledge management systems come in all kinds of flavors and with varying degrees of success, but the market researchers who managed to build a successful, engaging, and widely used system all agreed that it had changed their role.
In fact, the companies we spoke to all saw their knowledge management as a competitive advantage. Although we found a number of market researchers willing to participate in our research, none of them wanted to share all the ins and outs. In keeping with the theme, they said, "We don’t want others to know what we know."
But how can market researchers introduce knowledge management to their organizations? Based on our research, we see three different levels:
Build a research center of excellence within the department.
Implement a system for sharing and distributing (research) information with the organization.
Develop a companywide knowledge management system.
Ever wondered how consumers in emerging markets feel about online security? Forrester Technographics® tracks this kind of information in 17 countries worldwide, including China, India, Brazil, and Mexico. We found, for example, that in Latin America there are huge differences between Mexico and Brazil: 65% of Mexican PC owners are concerned that their PCs will become infected with malware, compared with 48% of Brazilians. However, Brazilian PC owners are much more hesitant to share any information online. Ninety-three percent of Mexican PC owners and 95% of Brazilian PC owners use some form of security measure on their home PCs.
Although Mexican PC owners are more concerned about malware and are more likely to share personal details online, they do less to protect themselves than Brazilian PC owners: They’re significantly less likely to install a pop-up blocker, spam filter, or antispyware. My colleague Roxie Strohmenger has published other posts on how Latin American consumers feel about technology, and how Brazilian and Mexican consumers show different interests and behaviors. You can check them out here.
Social media has forever changed the way travelers interact with each other and companies — and its use is still growing. Forrester Technographics® data shows that 26 million more US online leisure travelers use social media in 2010 than in 2008. In fact, leisure travelers are really connected to travel companies beyond booking: A high 41% of US online leisure travelers have become travel social fans (TSFs) by friending, following, or becoming fans of a travel company or destination on a social networking site like Facebook, YouTube, Flickr, or Twitter. But why do they do this?
As the data shows, discounts are a powerful motivator. One in three friends, follows, or fans travel companies and destinations to learn about the seller's offers and discounts. As a result, smart travel organizations will start using social networking sites as extensions of their Web sites for travel deals. Travelocity, for example, has a 'roaming gnome' on its Facebook page that offers and promotes the company’s "Deals Toolkit." JetBlue Airways has a dedicated Twitter account, @JetBlueCheeps, to push special deals. Who will follow with the holiday season coming up?
With the adoption of more and more devices that can connect to Wi-Fi, it’s interesting to understand the uptake of home networks. Forrester's Technographics® data shows that 30% of online Europeans have already set up a wireless home network, and a further 11% are planning to get one in the next six months. The adoption of wireless home networks has grown in Europe since 2006, while the adoption of wired networks is declining (dropping from 12% in 2006 to 6% in 2009).
Three-quarters of online Europeans with a wireless home network share an Internet connection among multiple PCs, and 17% have already connected their PC to their TV set. Wireless networks are especially popular among families and multiple-PC households: 86% of wireless home network owners have more than one PC at home, and 40% have children living at home.
You might be wondering why this post has nothing to do with Latin American consumers. Well, in addition to my Latin American research, enterprise feedback management (EFM) is a new and exciting coverage area that I will be addressing to help market research (MR) professionals. My goal is to assist you in finding the right tools and processes that will aid you in making sense of all the copious amounts of information that is collected from all parts of your company regarding consumers and synthesize them into coherent, actionable solutions.
What is EFM? Right now it means several things. From the viewpoint of a customer experience (CXP) professional, it is a tool that can be used to assist in developing a systematic approach for incorporating the needs of one’s customers into the design of better customer experiences, or what we call at Forrester voice of the customer (VoC) programs. My colleague Andrew McInnes will be covering EFM, as well, but from the perspective of how CXP professionals can utilize these tools.
For a market research professional, it is also used as a tool, but is not specific to solely collecting customer experience feedback. I see it as an advantage in two main ways.
The concept of traditional TV watching needs to be redefined. The TV has evolved from a passive device with a single content source to a simple, large-display screen on which numerous activities come together. In the past, consumers had a TV device (typically the set-top box), a movie device (typically the DVD player), and possibly a gaming device connected to the TV. But now, the game console streams movies, the set-top box records TV, and the PC does everything. The next step is connected TVs — HDTVs that incorporate a direct connection to the Internet, whether wired or wireless.
Connected TVs are a big deal to manufacturers, but Forrester Technographics® data found that consumers are struggling to understand the benefits. One of the challenges that manufacturers of these TVs face is that when viewers are in "TV mode," they seem unable to imagine doing anything with these TVs other than watching more TV. When questioned, people appear to want one thing: more video. The top responses focus on getting access to well-known sources of TV shows and movies like Netflix, Blockbuster, or regular broadcast and cable networks, both for men and women.
Despite the early success of the Apple App Store, the market for mobile applications is still in its infancy. Many players haven't really launched or marketed their offerings yet, but the market is already crowded, with around 80 would-be application stores available worldwide as of June 2010. On the other side there's the consumer interest. Last week Nielsen published its State of the Mobile Apps 2010 report that showed that as of June 2010, 59% of smartphone owners report having downloaded a mobile app in the last 30 days. But a recent study of the Pew Internet and American Life Project shows that “Having apps and using apps are not synonymous.”
However, companies that want to develop a mobile strategy should begin with a data-based understanding of how mobile-advanced their brand's consumers are and will be. Mobile Technographics® places consumers into groups based on their mobile phone usage. The groups are defined by the extent to which the mobile phone user has adopted mobile data services, the frequency of use of these services, and the level of sophistication in the mobile applications he or she uses.
To understand how consumers migrate across channels, we analyzed Forrester's European Technographics® Benchmark Survey to determine where they start their purchasing journey and where they end up buying the product. In general, shoppers tend to ultimately purchase in the channel in which they started their research. This inclination is stronger among shoppers who began their research offline: 91% of European shoppers who began their research offline also purchased offline. Meanwhile, 58% of those who started to look for information on the Internet eventually made the purchase online.
However, this purchasing journey differs by product. For example, when we look at leisure travel, about two-thirds of European consumers start researching online. And only one-fifth don’t involve the Internet at all in the researching phase. However, about one-third of consumers who start their research online purchase their travel offline.
Summarizing, European online adults use a mix of channels to research and buy products, and the Internet is a key channel in the purchasing path. Yet deals are still mostly closed in the store. A seamless customer experience in which consumers can achieve goals like returning products across channels is key to driving multichannel success.
As you probably know by now, I really enjoy engaging with all of you through social media like this blog or via Twitter. Of course, I like doing research and writing reports, but that's very much an academic exercise. The blog and Twitter are about direct communication and instant feedback (and, in a way, instant gratification). However, these are still all virtual contacts. So, I thought I would share with you where you can find me, and my team, in the next couple of months so that you can meet us in person.
I will be speaking at Forrester’s upcoming Consumer Forum in Chicago, October 28-29, and our Marketing & Strategy Forum EMEA in London, November 18-19. The theme of Forrester’s Consumer Forum 2010 is “Unleash Your Organization To Serve Empowered Customers.” Lots of the content will be related to the new book Empowered, by Forrester analysts Josh Bernoff and Ted Schadler.
The market research track will show why the ability to understand customers’ needs and wants from several data sources is the key to supporting the organization with actionable insights. It will include the following presentations:
“If The Company Only Knew What The Company Knows: How The Introduction Of A Knowledge Center Can Empower Market Research Professionals,” Reineke Reitsma.
“Trends And Best Practices In Social Market Research,” Tamara Barber.
“Understand Influential Young Online Consumers: A Global Perspective,” Jacqueline Anderson.