Despite being the largest advertising medium (Forrester projects TV marketers will spend $76 billion on advertising in 2011), TV still lags in its ability to measure anything deeper than basic tune-in. Over the past eight months, we have been covering how recent innovations in TV measurement are making TV ads more targeted and accountable. Forrester clients can read our earlier reports on measurement that discuss media measurement across digital and traditional channels and the future of set-top-box data for TV measurement.
In Elizabeth Shaw’s report, "Use Social Media to Boost Your TV Audience," we make the call that TV networks should “look to new data sources to overlay on traditional data sources to measure the viewer engagement between social media and TV.”
A few weeks back, Bluefin Labs, a three-year-old startup, released a new product that establishes social media engagement metrics for TV shows. The product, Bluefin Signals, analyzes billions of public social media comments and millions of minutes of TV data each month and interprets them into actionable metrics like response level (the volume of comments for a given TV program) and response share (a program’s share of social response during its specific airing time). TV networks will now be able to quantify social media engagement on their programs and drill down deeper than simple tune-in.
I had the good fortune to work with Josh Bernoff, co-author of Groundswell and Empowered, on a groundbreaking new report. Along with colleagues from across Forrester, he has raised the red flag on a new era of competitive advantage that ties together what technology has brought us — information — with the end goal in mind — the customer — to define a new strategic focal point for companies that he and we now call the age of the customer. See his initial blog post here, or watch this video about the report:
Why is this so important? Because many companies have maximized the value of information that has dominated technology investment and decision-making since the early 1990s when the Internet boom began, computers got substantially cheaper and more powerful, and connectedness began to change the dynamic between people and companies. Over the next decade or more, the only way companies will truly stand apart from their competition will be a devotion to combining information, technology, and decision-making into a defensible and fundamentally stronger position — obsessing about the best customers that they have and demonstrating that value in terms of products, marketing, and service.
Do you think your company is customer obsessed already? Look at your customer systems and ask yourself some key questions:
Do you know the share of wallet you maintain with customers?
Do you engage customers when they are not in the buying cycle?
I am excited! Not just about the fact that Forrester's Marketing Forum is just around the corner. I am excited because I just got to spend some time with Ross Martin, the energetic executive vice president (EVP) of MTV Scratch. His team is a center of innovation at MTV for helping marketers connect with millenials, and his enthusiasm for the next digital decade is palpable. If you are coming to the Forum in San Francisco next week, you will get to hear Ross and his client and counterpart Jim Trebilcock, CMO at Dr. Pepper Snapple (DPS) Group, talk about the nationwide launch of Sun Drop soda that kicked off a few weeks ago.
Not to spoil that story, here are some of the things Ross and I discussed about the future of marketing:
DC: Given what you have done with DPS, what do you see as the future agency model? Can media companies replace agencies?
RM: We see new and inspiring work from agencies every day and have been lucky to collaborate with some great partners. Much has been said about the challenges agencies face with so many new models emerging. We believe these new models will continue to evolve, as agencies large and small pursue new ways to serve their clients.
Great agencies will look to capitalize on the strengths of media companies in both traditional and nontraditional ways — from ad sales and integrated marketing to the kinds of services Scratch offers, such as design and product planning, retail activation, creative execution, social media, marketing strategy, and more.
Overall, the conference featured an excellent lineup of presenters and speakers:
Nielsen announced that it is adopting Ad-ID standards into its local and national TV measurement methodologies. If marketers embed the Ad-ID tracking code, Nielsen will be able to report on brand-specific commercial ratings.
Bob Liodice, CEO of the ANA, announced that the ANA is forming a joint consumer panel with Canoe Ventures to test the effectiveness of Interactive TV (iTV) ads.
Al Gore discussed the importance of multichannel media planning and how CurrentTV is working to reach its audience across TV and digital.
Hot on the heels of our new blog platform, Forrester has launched The Forrester Community For CMO & Marketing Leadership Professionals focused on the key business challenges that senior marketer professionals face every day. The community is a place for marketing executives to exchange ideas, opinions, and real-world solutions with each other. Forrester analysts will also be part of the community, helping facilitate the discussions and sharing their views.
The community is open to all interactive marketers, whether you’re a Forrester client or not.
Here’s what you’ll find:
A simple platform on which you can pose your questions and get advice from peers who face the same business challenges.
Insight from our analysts, who weigh in frequently on the issues.
Fresh perspective from peers, who share their real-world success stories and best practices.
Content on the latest technologies and trends affecting your business — from Forrester and other thought leaders.
I encourage you to become part of the community:
Ask a question about a complex business problem.
Start a discussion on an emerging trend that’s having an impact on your work.
Contribute to an existing discussion thread from a community member.
Suggest topics for upcoming Forrester research reports.
Create a community profile.
Share your perspective with others.
Click here to go to The Forrester Community For CMO & Marketing Leadership Professionals, and bookmark it for easy reference. See you in the community!
Forrester’s CMO Group fielded a survey in December in partnership with Advertising Age, to get a handle on what CMOs and marketing leaders are making a strategic priority in 2011. The article appears in Advertising Age’s CMO Strategy column.
The results? Fifty-two percent of respondents said that effectively maximizing the marketing budget and developing a culture that fosters and supports marketing innovation rank at or near the top of their priority list. Thirty-eight percent said that optimizing the structure of the marketing organization to be adaptable will be important in 2011. These survey results reflect the fact that CMOs are scrambling to stay ahead of rapidly-changing consumer behavior, media, and technology but are also striving to achieve the accountability demanded in lean times. Consumers’ rapidly changing reality commands agility and speed, but business realities command investments that are grounded in data.
Why is innovation job No. 1 in 2011? Most CMOs realize the importance of being proactive in how they incorporate new ideas into their plans. Since marketing innovation is about identifying and capitalizing on new business opportunities, CMOs cannot just foster creativity — they must push for evolution across all four marketing P’s, especially distribution and pricing, where opportunities for innovation are often overlooked. Flagging innovation as a priority in this survey signals to us that CMOs are saying they want to know what new approaches they can take to satisfy their growth imperatives. Forrester’s research on this topic will focus on demonstrating exactly how CMOs successfully target new consumer groups and build new offerings for existing customers that are grounded in customer intelligence.
When will customers be ready to spend on [insert product or service]? As CMOs and senior marketing leaders, you are often business leaders first and marketers second and have a strong interest in the state of consumer confidence as it relates to your industry. How can marketers predict when consumers will be ready to spend more, whether on travel, devices, or premium content? The short answer is . . . nobody really knows. This economy’s challenges are blazing a new and unfamiliar trail.
What marketers can do is look to tangential indicators to try to accurately gauge when, exactly, consumers might be willing to part with their hard-earned dollars and understand what will compel them to do so. The US private sector added 67,000 jobs in August, but while “added” has positive connotations, the fine print has anything but. Columnist Gerald F. Seib, writing in last week’s Wall Street Journal on the jobs prognosis, hardly painted a picture of optimism. Yet 90.4% of Americans are broadly defined as “employed,” and many within that huge cohort still have significant spending power.
You are the CMO or the head of marketing for your company, and you’ve just finalized your social media plans for 2011 at the request of the CEO. Despite the unknowns out there, you are comfortable with your target audience, your message, your content plan, and the platforms you will use. You’ve even got a great candidate who loves the brand and wants to be the evangelist. But last week, your social media evangelist brought you an iPad to try out. You take it home for the weekend, you use it nonstop, and now you are thinking, “Where does this fit in my plans for next year?” While 2011 will see huge growth in spending on mobile advertising, and the display and search markets are back on track from the semi-slump of 2009, where does the iPad and other tablets to be announced from Google, Dell, Nokia, and others fit into your plans?
From a marketer’s perspective, the Web browser is pretty well understood — targeted banner ads that ideally would be integrated into content so as not to be intrusive. Mobile is getting cooler, and the ad platform to support visible ads on small screens is in the hands of the two (now) most popular smartphone platforms, Apple and Android. But this tablet segment seems to be gaining traction as a platform for what marketers dream of:
Lesson No. 1: Paid and earned integration is the key to a successful social campaign. Paid support plus a motivated audience to amplify the message equals success in building earned media and awareness.
Lesson No. 2: Adaptive Marketing means you need to be flexible. The world has changed, and marketing is not only always on but also increasingly unpredictable.
Lesson No. 3: Lose Control. It is something you need to give up willingly.
Are you ready to handle this truth? Tell us about your brand, what you would like to accomplish in this ever-adapting world of marketing, and how social media can contribute by commenting below.
Forrester is launching a new survey to find out how marketing leaders like you integrate the mobile channel into their marketing strategy.
Planning and organizing for the use of mobile technologies is a complex task. Some players are laggards. Some don’t think of the mobile channel as a priority. On the other hand, others are clearly ahead of the curve. Yet, the one question we consistently get is: “How does my organization compare with others in the integration of the mobile channel?”
We will try to answer that question with this ongoing Mobile Maturity Survey and more specifically how marketing leaders:
Coordinate the mobile channel with other existing channels.