MARKETING 2016 Guest Q&A with Antonio Sciuto, Nestlé Waters

Carlton Doty

The customer journey is vital to success in the age of the customer, and as technology advances, collecting data can help personalize the experience from start to finish. At MARKETING this week, Antonio Sciuto, CMO of Nestlé Waters, will share insight into the company’s brand new ‘war room’ that displays real-time data showing customer journeys and tracking customer touchpoints.

You don’t want to miss Antonio’s talk on Tuesday afternoon. I had the chance to chat with him to get the inside scoop on how he’s leading his organization with a customer-obsessed mindset, from real-time data to customized customer journeys. Here’s what he had to say:

Q: Some may find it hard to see the applicability of customer journey analysis to a product as "simple" as bottled water. When did you first begin focusing on the customer journey? Why?

Antonio Sciuto: Digital is accelerating and changing several aspects of our lives.  In the US consumers are now spending 52% of total time on digital media channels. This is evolving the consumer journey shifting marketing focus from building databases to fostering communities. We aim to offer a seamless brand experience evolving from “simple” bottle water to healthy hydration solutions across all touch-points, online and offline.

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"Sustainability" - What Does It Mean For Your Business?

Jennifer Belissent, Ph.D.
Forrester is kicking off research on what it means to be a sustainable business and why it matters. In short, it matters because customers and investors care. But what do they care about? And, what does sustainability mean to them, and to the companies they do business with? 
First stop in exploring the definition of something is, of course, a search for the term. “Sustainable” means that something can go on, and continue and “be maintained at a certain rate or level.” For consumers, that might mean their health, their environment, or the health and environment of others -- but also their budgets. The literature on sustainability often refers to three pillars: social, environmental and economic. But how does this translate into business metrics?
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The Data Digest: The Yin And Yang Of Consumer Decisions

Anjali Lai

The tug of war between reason and emotion has fueled contentious debate since the days of Socrates. But, Socrates and subsequent thinkers didn’t anticipate the influx of data in our contemporary world. Today, our modern media saturation, infinite social connection, and sensor-laden bodies and buildings mean that we create, consult, and critique data more than ever before. How does the vast amount of information – that is now literally at our fingertips – actually influence our daily decisions, and why?

Forrester’s Consumer Technographics® survey data proves that individuals are steeped in information and are keenly aware of it. In fact, the insight shows that US online adults increasingly lean on data to make daily choices across spheres of life:

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Master Mobile Moments To Win In The IoT World

Thomas Husson

Marketers are always falling in love with mobile’s latest “shiny new object” and new technology acronyms — 5G, BLE (Bluetooth Low Energy), NFC (near-field communication), RWD (responsive web design), etc. — and they’re constantly looking for the next platform, whether it’s virtual reality (VR), bots, artificial intelligence (AI), or the internet of things (IoT).

However, it is time to stop this quixotic quest for a paradigmatic new platform to replace mobile! Instead, recognize that mobile will activate these adjacent technologies to enable new brand experiences.

I’ve just published a new report, “The Internet Of Things Redefines Brand Engagement,” which looks at the benefits that IoT will open up for marketers and how IoT and mobile will overlap in the years to come.

Over the past decade, smartphones have become a sort of black hole, integrating a huge array of sensors, but mobile is now exploding back out to our environments. Sensors and connectivity are expanding beyond smartphones to our wrists, bodies, cars, TVs, and washing machines as well as to buildings and “invisible” places in the world around us. The IoT is generating tectonic shifts among digital platforms and tech vendors, signaling a new wave of disruption, and unleashing new forms of competition.

The IoT is also redefining brand engagement by enabling marketers to:

  • Listen to their customers and analyze their real behaviors.
  • Create more frequent and intimate consumer interactions.
  • Differentiate their customer experience.
  • Build new offerings and business models.
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Let’s Put Enterprise Marketing Technology Into Context

Rusty Warner

Context – noun –  con·text – \ˈkän-ˌtekst\

What is context? According to Merriam-Webster, context is “the situation in which something happens or the group of conditions that exist where and when something happens.” We’ve been using it since late Middle English speakers adapted the Latin contextus, from con (together) and texere (to weave). For marketers, context means understanding attitudes, behaviors, and preferences to address the requirements of individual customers in their moments of need.

It is critical for marketers to embrace customer context. Why? Winning in the age of the customer depends on the interactions that people have with your brand, and compelling customer experiences materialize only when your firm understands its customers and anticipates their needs.  The context of all those interactions determines whether customers will engage and, more importantly, transact with your brand again. Marketing’s job is to harness the power of customer context to create a repeatable cycle of interactions, drive deeper engagement, and learn more about the customer in the process.

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United States of #Engagement’s Declaration of #Engagement

Ryan Skinner
Just go with this for a moment:
We hold these #engagements to be self-evident, that all #engagements are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are #engagement, #engagement and #moreengagement.--That to secure these rights, #engagements are instituted among Men, deriving their just #engagements from the consent of the #engaged, --That whenever any Form of #engagement becomes destructive of these #engagements, it is the Right of the [brands/advertisers/publishers/viral video creators/social agencies/engagement metrics vendors] to alter or to abolish it, and to institute new #engagement, laying its foundation on such #engagement and organizing its #engagement in such form, as to them shall seem most likely to effect their #engagement. Prudence, indeed, will dictate that #engagements long established should not be changed for light and transient #engagements; and accordingly all #engagement hath shewn, that mankind are more disposed to #share, while #engagements are sufferable, than to right themselves by abolishing the #engagements to which they are accustomed. But when a long train of #engagements, pursuing invariably the same Object evinces a design to reduce them under absolute #engagement, it is their right, it is their duty, to throw off such #engagement, and to provide new Guards for their future #engagement.
The #Engaged
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MARKETING 2016 Guest Q&A – The Next Wave: Age Of The Customer

Carlton Doty

You might have read my blog post last month about why you should attend this year’s MARKETING Forum in New York. The event is just around the corner, and I’m looking forward to all the sessions we have in store that will help marketers learn to deliver brand promise in every customer touchpoint.

I recently caught up with a few of our guest speakers to chat about their sessions, their brand strategies when it comes to innovation and personalization, and how leading their organizations with a customer-obsessed mindset has brought them success.

Be sure to check out The Next Wave: Age of the Customer sessions that will close out the event on Wednesday afternoon, which will feature talks from Anna Fieler, EVP of marketing at POPSUGAR Inc. and Michael Medenhall, CMO at Flex.  

I hope to see you at the Hilton Midtown next week – register here! In the meantime, here’s a sneak peek of what to expect at the Forum.

Q: Personalization is one of POPSUGAR’s core strategic pillars. Can you explain how you create personalized experiences for your customer base? Some make a distinction between "personalization" and "individualization" -- what do those terms mean to you?

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Transforming Your Organization Into A Customer Experience Powerhouse

Keith Coe
Not surprisingly, most executives whom Forrester surveys want their organizations to deliver a better customer experience and to become more customer-centric. But few organizations are achieving this aspiration: 82% of brands in Forrester’s Customer Experience Index (CX Index™) got scores of “OK” or worse by customers.
Stakes in the race for customer experience excellence are high: Each year, billions of dollars in revenues are in play, to be won or lost due to customer experience. Many organizations are at risk of losing customers and revenues to competitors and digital disruptors that can provide a better customer experience and respond more nimbly to changing customer needs.
Executives often ask Forrester how to deliver a better customer experience. I’ve summarized their most common questions and the answers that we base on our consulting work and research:
Q: What do you mean by “customer experience”? 
A: Forrester defines customer experience broadly: It’s how customers perceive their interactions with an organization. These interactions range from their overall relationship to specific customer journeys and touchpoints, both digital and nondigital.  
Q: Why does customer experience matter?  How does it affect financial results?
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Calling All CX Pros: An Opportunity To Get Data And Participate In Forrester’s Research

Sam Stern

Everyone I talk to has internalized the importance of improving customer experience delivery in the age of the customer. But in today’s hypercompetitive business landscape, and with ever-rising consumer expectations, actually delivering better experiences is a tall order. To help understand how companies are tackling this challenge, we’re conducting research on how some of the world’s smartest, busiest people are leading customer experience initiatives in their organizations.

Does that sound like you? If so, I invite you to fill out the Forrester Customer Experience Programs Survey.

We took great effort to create a survey that is frictionless and enjoyable that you should be able to move through quickly. And as a thank you, we’ll send you the survey results when they’re ready. In other words, for a small contribution of your time and insight, you’ll get a rich set of data on how your peers are tackling key CX challenges.

Key details are:

  • Survey open: April 19th - May 6th. But don’t delay, the survey will take about 10 to 12 minutes of your time to complete. Why not take it today?
  • Survey length. The survey has about 30 questions.
  • Topics covered. We cover CX team size, skills, responsibilities, budgets, and reporting structure.
  • Related research. We plan to use the data in a series of reports about CX teams, their roles, responsibilities, and budgets. We will also use it in research about how CX pros foster more customer-centric cultures, work with colleagues, and work with partners across their CX ecosystems to deliver better experiences.
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Design A Customer Feedback Strategy That Doesn’t Annoy Customers

Kara Hoisington

Asking customers for feedback is one of the most direct ways to understand their experiences and needs across touchpoints. However, we’ve all experienced an organization’s attempt to execute this . . . usually poorly.

Surveys are too long. Callbacks are interruptive. What are they going to do with my feedback anyway?

Combatting these types of complaints is core to recent conversations with organizations who are establishing voice of the customer (VoC) programs. Some questions include: How do you ensure you are engaging with customers at the right time in the right channels, what is the main metric you are asking to ensure consistent data collection, and what is the best way to ask the question to encourage participation?

Recently I used Forrester's internal collaboration platform — Chatter — to collect stories about when colleagues were asked for feedback. I received a litany of the good, the bad, and the ugly of customer feedback designs. Below are the main takeaways from my internal and external conversations along with examples to consider as you think about the best way to collect information from your customers.

1. Make It Easy

Uber and a local food delivery service Peach make it easy to give direct feedback on a specific experience. They provide visual cues to remind customers what they are giving feedback on and a simple mechanism for providing it (a star rating). There are various ways of executing, including emojis (think Facebook’s recent updates) and scales (e.g., 1 to 5, 1 to 10). Any of these tactics work, as long as they align with your brand and are asked consistently across touchpoints. Both of these examples also provide an opportunity to give more feedback afterward to provide context to the rating.

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