Having The Right Team Players Won The Big Game. Do You Have The Right Team To Do The Same?

Sheryl Pattek

Super Bowl 50 is finally behind us. Forget the lackluster commercials — led by the silly puppy monkey baby— and the amazing technology feats that accompanied the NFL experience in downtown San Francisco. What was clear is that Americans are more obsessed with the national pastime of NFL football than ever. The leadup to Super Bowl 50 was like no other, with discussions of how the game has changed and the impact technology will have on the fan experience.

But the game is what most fans, me included, wanted to see. While it may not have been the most exciting Super Bowl of all time, one thing was clear almost from the start: Superstar and 2015 MVP Cam Newton couldn’t win the game on his own. Almost from the beginning, Denver prevailed — not because of the prowess of starting quarterback Peyton Manning, but rather because the Broncos had the right people in the right roles working together as a team to demolish the previously indestructible Carolina Panthers.

 What lessons can CMOs learn from this year’s Super Bowl?

While this may surprise you, your marketing team isn’t much different from the teams in this year’s Super Bowl. You doubtless have superstars who go the extra mile to power the marketing engine and make it succeed. But ask yourself: Do I have the right role players to keep the marketing team humming? Do I know what role players I need and what to look for when hiring them?

Read more

B2B Marketers: Mind The Content Credibility Gap

Daniel Klein

Delivering credible, objective, and engaging content is a must for today’s B2B marketer as prospects discover, explore, and buy your solution. But what attributes and sources make content credible and objective to B2B buyers? This is a common question asked of my consulting team, and in the age of the customer — where empowered buyers rely on multiple content sources before talking with a sales team and 50% of buyers say much of the content they receive is useless — the answer is more important than ever.

To get answers to this and other key questions we receive from content marketers, Forrester surveyed over 200 IT and LOB technology buyers and influencers. I address three of the common client questions below:

 

Question One: What are the top three attributes of credible content from the perspective of a buyer/influencer?

Answer:

WIM: Marketers should audit their existing content assets against these attributes to ensure their library is stocked with credible content. With nearly two-thirds of respondents indicating that vendors give them too much material to sort through, authorship by a qualified expert/analyst allows content assets to stand out and get noticed. Including data in your assets gives them factual grounding and signifies that the information being shared is not simply opinion or conjecture. In fact, 47% of respondents rated papers (content) backed by data as high value, compared with only 11% who said the same thing of papers not backed by data. Finally, be selective in when and where you include product or brand mentions in your content.  Including them in too many of your content assets, especially thought leadership pieces, can undermine the credibility of your content.

 

Read more

Co-creating Customer Experiences? Match Objectives To Desired Outcomes

Ron Rogowski

One of the most enjoyable and fulfilling things about helping Forrester clients become customer-obsessed is leading an experience co-creation workshop.  Forrester defines co-creation as the active participation of employees, customers, and stakeholders working together to design new experiences. It’s a technique that helps companies define the right experience for their customers and provides critical information that supports human-centered design.

A typical co-creation session puts Forrester consultants, our clients, and our clients’ customers in a room for a whole day. Together we work through a set of creative exercises designed to expose customer needs, perceptions, and expectations for an ideal experience. Sometimes these sessions are targeted at getting high-level, sentiment-based feedback, such as: What do our customers want from this experience? What does our current state experience look like compared to the ideal? Other times, our clients want more concrete solutions or recommendations such as:  What new experience should we offer? What features should go into our new mobile app? To see it in action, check out this video summary, produced by Western Union, showcasing a workshop we hosted together last year to co-create a new mobile experience.

While co-creation can provide direction on customer expectations and feedback on specific designs, we’ve learned that teams run into trouble when they try to do both of these things in the same session. Why? Because exploratory research and prototyping are two different activities that happen at distinct stages of a user-centered design process. Let’s examine the user-centered design process illustrated below:

 

Read more

What To Expect From Mobile World Congress 2016?

Thomas Husson

From February 22 to 25, Barcelona will be the center of the business world. Do not expect a specific industry focus but expect announcements impacting any industry: from payments to automotive. Why? Because “mobile is everything”.

 

 

Read more

Introducing Forrester's Omnichannel Commerce Playbook

Brendan Witcher

Today we announce the launch of our brand new Omnichannel Commerce Playbook! In its many forms, omnichannel is quickly resetting customer expectations, and redefining what it means to deliver seamless, fully-integrated commerce across the enterprise. This playbook provides a structured framework to help eBusiness leaders strategically  plan, launch, and maintain omnichannel capabilities and services.   

Customers today forge paths to purchase that seamlessly cross channels, screens and stores.  For example, U.S. consumers in 2015 spent a whopping $1.5 trillion in-store that originally started or were influenced along the way by digital touchpoints. Retailers who offer omnichannel fulfillment are directly responding to customer expectations for this seamless experience. As such, services like ‘buy online, pick up in store’ and ‘ship-to-store’ drive store traffic and provide significant, measurable benefits to retailers and customers alike.

However, omnichannel commerce goes far beyond fulfillment; the full spectrum of omnichannel capabilities encompasses marketing, merchandising, and even customer service. This playbook helps eBusiness professionals analyze and deliver the omnichannel services that are right for their customers, including how to measure their impact and then optimize over time.

The Omnichannel Commerce Playbook will help you:

1. Analyze the business impact of omnichannel integration. Understanding how to identify and quantify the projected net value of omnichannel capabilities and services translates into a strong business case that drives an organization's overall omnichannel strategy and road map.

Read more

Kick Up The Stakes For Your Sales Kickoff

Steven Wright

The first quarter of the year is that magical time for sales kickoffs. For this analyst, 2016 is the first in over 20 years when I haven’t been involved in one. My sigh of relief far outweighs any twinges of nostalgia. After all that time, some things about kickoffs are clear:

  • The more about products, the less sellers remember: This is a sales, not a marketing, event – the focus should be on how to sell to, engage with, and be obsessed by buyers.
  • One good customer story is worth more than most motivational speakers: Inspiring stories of overcoming obstacles are all well and good. One good customer presentation on why they bought and how the solution has helped them succeed is better and teaches something that all your sellers can use.
  • Learning to do something is always better than learning about something: Practicing a presentation, learning a whiteboard – anything that involves doing something and receiving feedback about it will have a much longer-lasting effect than passively listening to one more speaker.
Read more

Ezubao Shutdown Challenges P2P Lending Companies In China, But Doesn't Spell The End

Zhi-Ying Ng

News of the shutdown of the P2P lending platform, Ezubao, following investigations by Chinese authorities have shocked the world. Small investors in China were allegedly scammed out of more than $7 billion in what is now called "a giant Ponzi scheme". 

But I wasn't very surprised by the news. As I mentioned in my report, P2P lending in China has reached a tipping point and there is a dark side to the industry as it continues to be fraught with fraud and embezzlement. Widespread fraud tarnishes the entire industry, damaging well-run marketplaces as well as immediate victims of fraud. Many P2P lending platforms with unsound business models have operated for years without any backlash, violating regulations with impunity. Some of these platforms used money from new investors to pay off existing investors—like what Ezubao did—or invested lenders' money in the volatile Chinese stock market. These unstable platforms were simply ticking time bombs.

However, the fall of one P2P lending platform does not signify the fall of the entire P2P lending industry in China. Instead, the shutdown of Ezubao:

  • Signals the Chinese government's resolve to enforce regulations. In late December 2015, the China Banking Regulatory Commission (CBRC) drafted new rules calling for closer supervision of the P2P lending sector. However, "law without enforcement is just good advice". Thus, there was a level of skepticism surrounding what impact these new rules would have on unlawful P2P lending companies. Therefore, the shutdown of Ezubao is significant in that it signals the regulator's resolve to enforce these rules, sending a strong message that violation of these regulations is a criminal activity and there will be consequences, which is positive for the industry.
Read more

Real-World Feedback on Real-Time Interaction Management

Rusty Warner

Have you ever felt like this…

Our vendor has some great capabilities that we are not leveraging, but I would place the blame on us.

Well, you’re not alone. That’s actually a direct quote from one of the 74 customer references we surveyed for the Forrester Wave™: Real-Time Interaction Management, Q3 2015. In general, we found that most customers are deploying real-time capabilities across only a few channels today. The most prevalent real-time interaction management (RTIM) use cases? Web personalization and dynamic email content are well ahead of other deployments, in use by 62% and 60% of survey respondents, respectively.  Decision management for contact centers and eCommerce recommendations are next in line, but the former may not be connected to digital channels, and the latter may leverage its own set of tools. Real-time mobile app deployments are surprisingly few – 8th in our list of digital and off-line channels – but by far the highest number of respondents (49%) plan to add mobile capabilities.

Read more

New for 2016: Introducing Forrester’s Digital Maturity Model 4.0

Martin Gill

For the past eight years, business leaders have used Forrester's eBusiness and digital marketing assessments to mature their firms toward excellence. In 2013, we introduced a comprehensive digital maturity model that consolidated our interactive marketing and eBusiness maturity models.Two years applying the model with clients have helped hone and focus it even further. Our latest report, the Digital Maturity Model 4.0 updates our 2014 digital maturity model into a single set of scoring criteria that today's cross-functional digital leaders can use to benchmark how well they use digital to drive competitive strategy, enable superior customer experiences, and create operational agility.

What’s new?

  • Digital maturity demands cross-functional collaboration. Digitally mature firms do so much more than deliver great technology. They understand that digital execution demands the right culture, organization, technology and insights. That’s why we define digital maturity across those four key dimensions. Our assessment outlines key best practices for how firms drive a digital culture, how they organize and resource digital teams, how they invest in technology and how they steer their strategy and execution with customer-driven insight.
Read more

Data Digest: Just A Handful Of Apps Account For Nearly All App Time On Smartphones

Nicole Dvorak

Today, consumers spend most of their time on smartphones using apps - and just five apps account for 88% of the time they spend using downloaded apps. For the average US smartphone owner, those apps are Facebook, YouTube, Instagram, Gmail, and FB Messenger. And although smartphone owners use about 24 unique apps in a given month, the remaining 19 command just a small slice of users' time.

Nicole Dvorak is a data scientist serving all roles. Follow her on Twitter at @NicoleLDvorak.

Read more