This is a roll-up of all Forrester blogs written for Marketing & Strategy Professionals. Role-specific blogs are listed below. Visit Forrester.com to learn how we make Marketing & Strategy Professionals successful every day.
Each year, SXSW crowdsources part of its programming. For 2014, eight Forrester analysts have proposed presentations based on our current and upcoming research. If you’d like to see any of these presentations at SXSW, we’d love your vote. It’s easy: After a quick sign up, just follow the links below and give these sessions a thumbs up. Voting ends this Friday, September 6 at 11:59 PM CT. Thanks for your support, and we hope to see you in Austin!
I was reviewing some research with a customer experience colleague who suddenly realized that he’d left some notes on his laptop, which was tethered to his desk. Knowing that he just started using Evernote, I suggested he sign into his account on his iPhone (which never leaves his side) and get his notes there.
For seasoned Evernote users there’s nothing magical about this. But for my coworker, something significant happened. Though young enough to be considered a digital native, he’s also worked long enough to associate productivity tools with desktops and laptops, client-side apps like Lotus Notes and Microsoft Office. His work life has been so deeply informed by PC-based tools that even though he knew, rationally, that he didn’t have to run back to his laptop to consult his notes, his habits told him otherwise. Only when he logged in via his iPhone and experienced what a cloud based note-taking app could do for him did his ideas about work begin to swerve a little. You could see it in his smile. That’s good design – it makes life a little better, opens up possibilities, adds a little gusto.
In my previous post, I covered the increasing popularity of "infographics" — both the term and the wide range of examples. I cautioned against unthinking imitation; like most trendy things, their surface shine can distract from their bad qualities, and it’s easy to lose sight of basic principles and objectives. And this distraction is partly to blame for the currently polarized perception of bar charts, which are seen as both antiquated and ideal.
Both Forrester clients and internal colleagues often tell me “We want something better than bar charts” when describing how they would like to see their data visualized. At the same time, I also hear from others, jaded by the onslaught of overdesigned data graphics, who insist there is nothing better or more accurate than bar charts when it comes to visualizing and comparing data points. They don’t need all the “bells and whistles.” “Edward Tufte!” they cry.
So, what’s causing this divide? How can a chart type be so polarizing? I think the answer lies in both the implied perception of bar charts as this basic, limited chart and the array of bad examples of both alternative visualization methods and bar charts themselves.
Peter O’Neill here and I hope you all had a great summer break. Many Forrester clients, and some vendors and consultants, have been asking me about the progress of our lead-to-revenue management (L2RM) Forrester Wave™ project — especially as many B2B marketing organizations are planning their investments in various marketing automation projects, as documented in a previous blog.
Lori Wizdo is leading this project, while I am the overall content editor for the various reports we will publish. Lori is being ably assisted in her analysis by Sheryl Pattek, with further contributions from other analysts and research associate Michael Schrumm. Our analysis involves several hoops, which we have invited our participating vendors to jump through. Hoop No. 1 is an executive presentation of the vendor's product and company strategy. Hoop No. 2 is a detailed questionnaire, with 80 questions about their product and company — the answers to which form the basis for our Forrester Wave scoring criteria. Hoop No. 3 involves each vendor providing us with at least three customer contacts that we can interview to verify their claims and collect experience reports.
Yet B2B CMOs can't continue to rely on measures like brand awareness, trade show scans, or website traffic to demonstrate the benefit their departments deliver. Those who do will be shown to the door as CEOs and CFOs raise the bar on accountability -- and getting the right attention here is a substantial challenge when so few execs rely on marketing data in their decision making (see figure to the right.)
With fall coming up, I was reminiscing about my summer. And funnily enough, one of the lower moments had to do with free ice cream. Whole Foods had advertised an “Ice Cream Social” on a Saturday in July — free ice cream from 2 to 5pm. By the time my husband and I managed to squeeze my 8-week-old daughter and one set of grandparents into our car and drive there, it was 4:30pm. But that was still before 5pm, right? Yeah. Unfortunately, when we entered the store, there were no signs of an ice cream social anywhere. Turns out, the store had run out of ice cream earlier. What a bummer! Now all of us had to trudge back into the car without having eaten the ice cream we were all much looking forward to.
Now you might say “stop whining” since the ice cream was free. But here is the thing: Even though we certainly had no right to expect anything in the first place, Whole Foods changed the game by promising something. We were upset because Whole Foods didn’t deliver on its promise. And you know what? Only a few weeks later, it happened all over again! Whole Foods hosted an event in which people could bring back their used toothbrushes and get new ones. Guess what? When we got there, they only had toothbrushes for left-handed people left. Given that left-handed people only represent about 10% of the world’s population that was very disappointing and started to feel like a marketing gimmick.
I love September. American and European football are back, allowing me to spend a large (but who’s counting?) amount of time watching uniform-clad fellows run around across expanses of green in front of raucous crowds. Soccer in particular has an unparalleled beauty to it: an exquisite orchestration of movement and ingenuity that, at least to my mind, no other sport can match. The brains behind the on-field talent are the team managers, who understand formations and strategies and how to measure results beyond wins and losses.
Soccer managers have a lot in common with today’s CMOs. Both must understand how to succeed in a global context, deploy a diverse set of skills to greatest effect, and create an experience for fans that sets them apart from the crowd. Luckily for CMOs, today they get their very own playbook! I’m thrilled to announce the launch of the Customer Life Cycle Marketing Playbook (subscription required), designed to help chief marketing officers transform their organizations to become customer-obsessed, a requirement for competitive success in the age of the customer. By changing the game from the marketing funnel to creating and activating a customer-life-cycle-driven marketing strategy, CMOs will deliver value that is visible to the customer and position the brand for long-term success. We've organized the playbook to help CMOs:
Marketers have long relied on brand health trackers to take the consumer pulse of their brand-- to measure brand awareness, consideration and purchase intent. But with so many customers’ opinions now readily available through social chatter, are these entrenched and expensive budget line items still necessary?
Not so fast. Today’s brand measurement world is more complex than ever. Consumer behavior is changing rapidly and marketers have gone from data famine to feast. Today’s Chief Marketing Officer (CMO) needs trusted advisors to help her turn mountains of data into actionable insights. Forrester has identified three core disciplines of brand measurement to help marketing leaders navigate this complex landscape. These three disciplines are:
Brand equity reveals what people feel about your brand. Evaluating brand equity helps CMOs understand how consumers perceive a brand, without consideration for brand usage. What does the brand stand for in the eyes of a consumer?
Brand health quantifies the strength of a brand in the marketplace. Measuring brand health helps CMOs understand the relationship between how consumers perceive a brand and how that manifests itself in the marketplace relative to competition.
Brand value quantifies a brand as a financial asset. Quantifying brand value helps chief financial officers (CFOs) understand the financial value of a brand to a corporation. It is most commonly used for financial reporting to define goodwill, the value of an acquisition, or the appropriate price for licensing.
Eventually, Microsoft announced its decision to acquire Nokia's devices and services unit for € 5,4 billion.
After all these years of speculation, now was the time to invest. Indeed, despite the collapse of the Nokia handset empire, Nokia still has numerous assets: a wide portfolio of patents, Nokia’s product engineering and global capabilities in manufacturing, marketing, and distributing mobile phones. Microsoft is thus not only acquiring the Lumia brand but also the Asha one – bearing in mind Nokia still sold close to 54 million devices in Q2 2013.
Nokia will now focus on its three core technologies: the network infrastructure with NSN, its maps and location-based service ecosystem with HERE, and Advanced Technologies. There were early signs of the new approach when, a year ago, Nokia started to build brand equity beyond mobile phones with HERE (see my take on this blog at that time) but also more recently when Nokia announced its decision to acquire Siemens’ take to fully own NSN. Microsoft will pay Nokia a four-year license of the HERE services, bringing some regular revenues to the now much smaller company.
To avoid parts of the company to be acquired by some Far East Asian manufacturers and due to the diminishing investments from other Windows Phone licensees, Microsoft had to adopt a vertically integrated strategy. They are indeed the best placed to generate synergies with Nokia following the more than two years agreement. And as All Things Digital puts it, Stephen Elop is now the Microsoft CEO candidate to beat.
For the past two weeks, I was on holiday with little access to the Internet. It wasn’t that I'd gone to the ends of the earth; I was, in fact, traveling through the South of England, but we just didn’t come across many places that had Wi-Fi access. During our holiday, I also started to notice that the Brits have a more restrained way of using their mobile phones in public. While I’m used to seeing people around me in the Netherlands checking their mobile whenever and wherever, I hardly saw anyone in the UK browsing on their mobile when in the company of others.
When I commented on this to my colleagues after my return, they attributed it to my rosy outlook due to my time off. So I looked at Forrester’s Technographics® data to compare US and UK smartphone users’ behaviors. Smartphone ownership in the UK isn’t that far behind that of the US: Our recent Forrester Research World Mobile Adoption Forecast, 2013 To 2018 (Global) shows that about 61% of US mobile subscribers use the mobile Internet compared with 49% of their UK peers — and we expect these numbers to grow to 75% and 70%, respectively, in 2018. More striking is our 2013 data that shows that usage of smartphones at home is comparable in both countries — but it’s the usage at restaurants and coffee shops that really differs: