Despite spending years optimizing their social marketing efforts, advanced marketers share a common hurdle: How do they make sense of all the data that their social marketing programs generate? It seems that this isn’t an easy endeavor — all 12 marketers I recently interviewed agree that their data capabilities leave much to be desired. They cited numerous reasons: They don’t have the skilled resources to properly analyze the data, their listening platforms are ill equipped to inform their marketing strategies, and their attempts to bridge data across siloed sources (e.g. social networks, agencies, and technolgy vendors) fail. And this is just the tip of the iceberg when it comes to social data challenges.
If you feel inadequate when it comes to your data prowess, don’t despair — consider this an opportunity to strengthen your team’s capabilities. Many marketers struggle with data, but only the optimal combination of art and science will allow you to unlock social’s full potential. Brands that leverage social intelligence to shape both their social and non-social business strategies are well positioned to reach best-in-class status.
Aware. Fundamentally, social analytics surface information and people an information worker had not considered before. Giving employees a broader perspective will help them do things like staff a fast-moving consulting project.
Online retailers continue to rely heavily on core marketing tactics. Despite the bevvy of new and emerging marketing options at their disposal, eCommerce leaders continue to prioritize search and email marketing as the most effective tactics for acquiring customers. Not surprisingly, store-based online retailers find offline advertising more effective than other types of online retailers do, and web-only retailers find social networks to be a particularly good source of customer acquisition.
Companies with customer-obsessed cultures — think USAA or Southwest Airlines — differentiate themselves in their industries and earn major financial benefits as a result. But customer-obsessed cultures don't just happen: To help transform a culture, customer experience professionals must develop a training and coaching curriculum that touches all employees.
In my recent report, "The Customer Experience Curriculum," I write about how companies must identify the key constituencies in the organization, determine how they can best contribute to delivering the intended experience, and then design training and coaching that reinforce those contributions. CX professionals — in partnership with their learning and development colleagues — should:
Create training for CX professionals that provides breadth plus selective depth. To drive customer experience initiatives across the organization, all CX team members need a working knowledge of customer experience concepts plus core skills like customer journey mapping. Saskatchewan Government Insurance (SGI) worked with an external partner to train its client experience team in customer journey mapping and customer ecosystem mapping. Team members now apply these skills to diagnose CX problems and improve common customer journeys. They even train other parts of the organization, like claims and customer service, to map customer journeys.
With the holidays—and a whole lot of 2015 strategic planning activities—behind us, you’re probably have a few gifts you’d like to return and hopefully, a few gift cards you’d like to make use of. If you were really good last year,Santa left you the budget needed to develop or enhance that mobile insurance app or site you’ve wanted.
But how do you spend that budget so that the app or site that results doesn’t disappoint like those sea monkeys or x-ray glasses that you also once wanted?
It’s not hard to uncover this kind of disappointment in the mobile insurance marketplace: Mobile services that are little more than insurer bill boards, require too much data entry from users, and lack features that users have come to expect from banks, retailers, and airlines. To play catch- up with competitors and quell internal political concerns, many insurance eBusiness and technology management teams were put on the spot, rolling out mobile functionality without considering if it solved a problem for customers. While this approach addressed the business urgency, these hastily -built mobile insurance apps often fell short.
Don’t worry: I’m not here to support your New Year’s resolution with work-out advice. But if you want to review the six requirements for planning a mature enterprise marketing strategy, then keep reading.
Real-time, contextually relevant customer experiences require a significant investment in enterprise marketing technologies. However, customer insights (CI) professionals often struggle with defining marketing technology requirements to match business objectives. It’s difficult because you must balance multiple stakeholders, accommodate channel-specific processes, and integrate products from different vendors to align with your firm’s enterprise-wide business technology (BT) agenda.
To support CI pros with requirements planning, Forrester offers a self-service assessment tool to help you determine how your firm stacks up using our enterprise marketing maturity model. We believe that customer-focused enterprise marketing initiatives rely on improved capabilities across six core competencies. The first three – strategy, resources, and processes – focus on organizational readiness. The remaining three – data, analytics and measurement, and technology – underscore the importance of the right tools to enable successful execution.
Every year since 2007, Forrester has recognized the very best social marketing programs from around the world — and I’m thrilled to announce we’re now accepting entries for the ninth annual Forrester Groundswell Awards.
The rules are simple: Entries should represent the effective use of social technologies to advance an organizational goal. The more data you can offer to prove this, the better your chances of winning. You can enter using our online form. If you win, you get a nice shiny trophy,a winner's badge for your website, and lots of recognition from Forrester. (For much more information on rules, guidelines, and award categories, click here.)
Every year for the past few years, I've revisited our predictions for the previous year's mobile trends. It's now time to look back at what happened in 2014. Let’s have a look at some of the trends we put together a year ago with my colleague Julie Ask:
Mobile sat at the epicenter of mind-blowing exit events. Facebook’s acquisition of WhatsApp for $22 billion is the best illustration of the phenomenon. Acquiring mobile expertise and audiences is increasingly expensive. There have been numerous acquisitions – especially in the mobile analytics and advertising space (e.g Yahoo/Flurry, Millenial/Nexage, etc…). VCs increasingly invested in companies that power disruptive mobile-centric business models. Uber was valuated up to $40 billion, demonstrating the power of matching supply and demand in real-time via a best-in-class customer mobile app.
As I’m writing this blog post on December 30, I don’t yet know how many messages will be sent on New Year’s Eve this year. But looking at the data from recent years, we can expect a huge number of good wishes to be shared digitally during the final minutes of 2014 and the early hours of 2015: WhatsApp processed 18 billion messages on New Year’s Eve 2012 and 54 billion on December 31, 2013!
Facebook Messenger and WhatsApp show similar levels of uptake at the European level, but we see surprising variations at the country level. For example, WhatsApp clearly dominates the messaging landscape in Spain, Germany, and the Netherlands, while Facebook Messenger leads in the UK, France, and Sweden.
The wild west of mobile in insurance is getting tamed. Mobile is no longer just a fun experiment—it’s now a crucial element in the customer and agent experience. We first published our mobile insurance metrics report in August of 2013. At the time, we were struck by how dependent insurers were on a single metric to prove their mobile success: Application downloads.
With 15 more months of mobile development chops under their belts, in November, we decided to take a look at how much more sophisticated mobile insurance strategists had become in their mobile performance measurement strategies. The answer? Unlike other industries where mobile metrics have grown up, insurers remain stuck in mobile adolescence. How do we know? Because topping the mobile insurance metrics list in 2014 are web traffic and app downloads. Fewer insurers are tracking metrics that measure real business outcomes like conversions and mobile revenue transactions.