The Data Digest: Sports, Spectators, And Screen Time

Anjali Lai

Sports fans around the world are having a heyday: From the Copa America soccer tournament in the US to the European Champions Cup across the pond, and from live Wimbledon matches to the imminent Summer Olympic Games, there is no lack of global sports entertainment at this moment.

Sports teams have always brought people together as much as divided them — and in today’s age, technology amplifies the drama of fandom. Personal devices play a critical role in how people come together around sports, when fans watch the action unfold, and how they discuss the results.

For example, Forrester’s latest Consumer Technographics® survey data reveals that consumers worldwide have recently accessed sports applications on their mobile phones and tablets: 

Our previous research shows that consumers often prefer tablets for longer, more engaging, media-rich experiences — and in fact, Forrester’s mobile behavioral data indicates that consumers spend more time on sports apps when using their tablet rather than their mobile phone. However, technology doesn’t only enable sports enthusiasts to get into the game — oftentimes, it also allows more casual fans to multitask.

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After Brexit, Will Paris Become The New Startup Hub In Europe?

Thomas Husson

Paris will be the capital of technology innovation and startups for the next three days with more than 5,000 startups, 400 speakers, 30,000 attendees, and 100 top VCs attending Viva Technology Paris.

CEOs and CMOs of the largest French companies will attend and speak as well as Eric Schmidt from Alphabet/Google, John Chambers from Cisco, David Marcus and Sheryl Sandberg from Facebook, Tim Armstrong from AOL, Robin Li from Baidu, Yuanqing Yang from Lenovo, and many others.

Vendors will demonstrate lots of innovation, including Sony Playstation’s Virtual Reality, Tilt Brush and Jacquard by Google, and Facebook’s pop-up, not to mention numerous talks and roundtables on AR, VR, drones, robots, 3D printing, wearable tech, machine learning, and connected cities and homes.

Let’s face it: Until now, London was the primary digital hub attracting lots of startups, investor money, and digital talent. Following Brexit, Forrester expects digital and customer-facing talent to migrate out of the UK. Beyond company headquarters, there is a new competition between Paris, Berlin, Dublin, Amsterdam, and Barcelona, and many other cities to attract startups and R&D centers.

The timing is perfect for Viva Technology Paris to offer a unique opportunity to showcase France’s assets:

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Traditional Banks Are Catching Up To Third-Party Payment Platforms In China

Xiaofeng Wang

This is the second year that Forrester has evaluated the mobile banking services in China, and we’ve just published the results in our 2016 China Mobile Banking Functionality Benchmark report. Compared with last year, we found that incumbent banks are close on the heels of top performer Alipay. Mobile banking teams can use these findings to benchmark their own mobile banking capabilities and identify areas for improvement.

To help mobile banking teams benchmark their mobile banking capabilities, identify critical mobile features, and plan for the future, we used our updated Mobile Banking Functionality Benchmark methodology to evaluate the mobile banking services of six of the largest retail banks in China, including five traditional banks — Agricultural Bank of China (ABC), Bank of China (BOC), China Construction Bank (CCB), China Merchants Bank (CMB), and Industrial and Commercial Bank of China (ICBC) — and one nontraditional bank: Alipay.

The Chinese mobile banking services we reviewed achieved an average score of 59 out of 100, an improvement over last year's 55. Leading traditional banks like CMB and ICBC have made many improvements over the past year and narrowed the gap with leader Alipay. Overall, we found that:

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How Are Airlines Embracing Mobile Moments?

Xiaofeng Wang

Mobile is changing travelers’ behaviors and expectations worldwide, making mobile moments the next battleground for airlines. My Brief: Airlines Must Embrace Mobile Moments To Differentiate tells B2C marketing professionals managing airline brands how to better address airline travelers in their most relevant mobile moments.

Nobody is more mobile than an airline traveler — from buying a ticket to managing the in-transit and on-board experience to sharing that experience, mobile is an active touchpoint throughout the entire customer life cycle. Have airlines mastered all of these mobile moments? The answer is often “No” — there are still mobile moments that key airlines seldom cover (see figure).


  • Most airlines focus on mastering mobile moments at the buy and use stages. Smart airlines strive to provide convenient, time-saving measures that are better than those of online travel agencies (OTAs) and other airlines, such as “upgrade at the boarding gate” feature in its mobile app.
  • Some airlines serve mobile customers well at the discover and ask stages. Smart airlines help prospects and customers discover promotions beyond air tickets and travel packages, such as cross-border shopping, through multiple mobile channels.
  • Few airlines master mobile moments at the explore and engage stages. Compared with OTAs, airlines put forth far less effort creating mobile moments at the explore stage, whereas product comparisons and customer reviews are common features for OTAs.
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What Drives Mobile Banking Engagement?

Peter Wannemacher

This blog post is a collaboration between Peter Wannemacher and Nicole Dvorak, who also collaborated on Forrester's brand-new report on this topic.

As former New York Mayor Michael Bloomberg once tweeted, “If you can’t measure it, you can’t manage it and you can’t fix it.” Digital executives at banks must understand and gauge the drivers of mobile banking in order to boost engagement. To help executives and their teams accomplish this, Forrester recently built a driver analysis model to identify which factors increase mobile banking app use (as measured by the number of days used and the average duration of a session). This model included two categories of potential drivers: perceptions and behaviors. The full results of this research are detailed in our new report here.

Here are three key takeaways from our research:

  • Feelings of accomplishment fuel mobile banking use. The degree to which a mobile banking app helps a customer feel positive and accomplished has the largest impact on how often that customer will use mobile banking. This is further evidence that architecting positive emotional experiences is crucial to maintaining an engaged mobile banking audience. At leading providers, digital business execs and their teams will accomplish this, in part, by focusing on bank customers' mobile moments.  
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Snaps for Snapchat

Jessica Liu

Bloomberg recently reported that Snapchat surpassed Twitter in daily active users. Kudos to Snapchat, which is only half as old as Twitter, but why do we keep comparing Snapchat to Twitter? Or to Instagram? The industry is desperate to neatly categorize Snapchat under social media, but I would argue that Snapchat is equal parts messaging app and social network, putting it in a class of its own.

Let's break it down:

  • Messaging apps are built on the premise of private conversation: 1 to 1 (yes, group chat exists, but it's contained). You send specific messages tailored to the individual recipient. See: WhatsApp, WeChat, Skype, Viber, LINE, Telegram, Kik. With the exception of Asia's sophisticated app hybrids, today's messaging apps are not intended for blanket broadcast messaging.
  • Traditional social networks are built on the premise of broadcasting: 1 to many. You build up a network of friends (and, in some cases, the general public) and you blanket spam them with your post. See: Facebook, Instagram, Twitter, LinkedIn, Pinterest. While they accommodate private conversation (Facebook Messenger is its own rightful messaging app, Instagram's and Twitter's Direct Message, LinkedIn InMail), it is not their primary foundation.
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Customer Experience Drives Revenue Growth, 2016

Harley Manning

In 2015, we explored whether customer experience really matters to business success or whether CX is just the latest hype. Our conclusion: superior CX drives superior revenue growth in industries where customers are free to switch business and competitors deliver a differentiated customer experience.

This year we repeated our study to see if the results held true across an additional year of data. To do that we compared five pairs of publicly traded companies where one company in each of the pairs had a significantly higher score than the other in Forrester’s Customer Experience Index during the period 2010 to 2015. Then we gathered financial data from company SEC filings like Forms 10-K and 10-Q.

The tough part was normalizing the results. We focused on isolating revenue that could be traced directly to consumer behavior; we also backed out revenue from mergers and acquisitions, revenue from sale of assets, and other windfalls.

Once we normalized the revenue data we used it to build models that calculated the compound annual growth rates (CAGR) for the ten companies from 2010 to 2015. We found that the CX leaders in all five pairs of companies outperformed their relative CX laggard counterparts.

In two industries, cable and retail, leaders outperformed laggards by 24 percentage and 26 percentage points, respectively. Even in the industry with the smallest spread, airlines, the CX leader enjoyed a healthy 5 percentage point advantage in global revenue.  And when we compared the total growth rate of all CX leaders to that of all CX laggards we saw that the leaders collectively had a 14 percentage point advantage.  

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Digital Labs Can Do More Harm Than Good

Oliwia Berdak

Exposed brick is replacing marble at many banks, insurers, and payment firms. Warehouses are deemed a better location for digital labs, digital centers of excellence, innovation labs, and innovation centers. But why are these spaces proliferating from Silicon Valley to Singapore?

A cynic could say it’s a marketing exercise aimed at making the respectable (if a little slow) financial institutions seem more innovative — and more attractive to both customers and developers. But it’s more than that. Frustration and ambition are pushing business executives out from their traditional locations.

Digital labs promise speed by unshackling product and software development from slow business, technology, and compliance processes. They embrace new approaches, such as design thinking, customer centricity, and Agile development. They can drastically cut the time it takes to develop a proof of concept (POC).

But that’s where the dream ends.While these separate digital units aim to be disruptive, they often deliver just front-end apps or proofs of concept that are impossible to integrate and scale. Why? Because software-driven innovation requires a connection to systems of record, rigorous testing, an understanding of security and compliance threats, an analysis of impact on business units and revenue, and someone with the resources to own, love, and keep developing the product — all the things that made digital innovation so slow in the first place. All that labs achieve is to postpone these reality checks.

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Facebook Offline Conversion and Site Metrics: Use With Caution

Tina Moffett

In collaboration with Jim Nail.


On Tuesday, Facebook announced new solutions for businesses to drive people to their stores and measure the amount of store visits and in-store sales following their Facebook mobile ad campaigns.  Before breaking out the bubbly, let’s break down Facebook’s new measurement capabilities, and evaluate what it means for marketers.


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The Data Digest: Putting The "Work" In Social Network

Anjali Lai

We’re all guilty of falling prey to the lure of social media and losing hours to it. But there’s little doubt that social networking also encourages collaboration, creativity, and productivity – especially if it’s used for work. When Microsoft made history this week by announcing its $26.2 billion acquisition of LinkedIn, Jeff Weiner argued that such a move will allow both companies to realize their “common mission to empower people and organizations.” And empowerment in the workplace is deeply attractive, particularly for the rising generation of employees: Millennials.

Forrester’s Business Technographics® survey data shows that younger employees leverage social networks at least daily because they believe this enhances productivity. At work, employees tune into social networks across devices, but most do so on tablets:


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