No, I’m not Australian . . . at Forrester, "boomerangs" are analysts that, after leaving the research team for a stint in the "real world," have decided to re-join. Clients and fellow analysts value the experience we "boomerangs" have built as marketers and the pragmatic outlook we always bring to the table. As for me, I am a bit of an anomaly, as this is the second time that I am back at Forrester. My 20-year career as a marketer can be roughly split in two phases: first, the CPG marketing and strategy roles for brands like Ferrero, L’Oreal, and Johnson&Johnson; then, my digital marketing phase, which recently closed with more than four years at Google.
I would like to think that I am now entering a new phase by helping organizations understand the key role that marketing can play in shaping the way they navigate markets and customers that are constantly affected by the adoption of new technologies. Quite an ambitious scope, so to make sure that I stay relevant and deliver actionable research and advice, I have decided to launch this blog to start a dialogue with CMOs and Marketing Leaders on what’s keeping them up at night and how we can help them.
Coverage areas and topics I’m interested in.
As I type this, I am in the process of writing research on the following areas (please note that links are to reports that are only accessible by clients):
I’ll primarily focus on helping marketers redefine brand loyalty and the role that it plays in the Customer Life Cycle.
Target was just named the "2010 Mobile Retailer of the Year" by Mobile Commerce Daily (see article). Hard to believe eBay wasn't in the top three with their anticipated $1.5B revenue on the mobile channel this year, but they won last year. This speaks to the fact that it isn't just about revenue. In fact, among companies we've surveyed, offering convenient services to customers to engage them more, improve satisfaction and loyalty, etc. top the list of near-term objectives. If the services aren't convenient (see research), consumers will not adopt and use the services. If this doesn't happen, companies won't see the revenue growth or cost savings they are anticipating.
One of the top questions I get from clients is, "Who is best in class?" Any of these three retailers could take that honor. What really impresses me about Target is their breadth of innovative services, the quality of the experience, and to top it off . . . they sell to mainstream America. My favorite service: building a shopping list with the bar-code-scanning technology. Remember that example we've all heard about the smart refrigerator? You remove and throw the empty milk carton out, and "milk" is automatically added to your shopping list. This doesn't do that exactly, but it comes closer than any other application I know. There is also tremendous consistency in experience from online to mobile Web to the applications -- at times, it is so good that it's indistinguishable.
On the surface, this argument pits agency against agency. But I think the issue goes much deeper: the growing intersection — and tension — between customer experience and marketing. Here’s how I see the landscape:
Neither customer experience nor marketing are going away. Customer experience is gaining importance in companies — we can see this in the rise of the chief customer officer (CCO) role, which several years ago was virtually nonexistent. But the rise of one discipline doesn’t mean the complete and utter downfall of the other. Even companies like Apple and Zappos — the poster children for great customer experiences — advertise.
Most companies have the intention of providing excellent customer experiences. However, most find it difficult to translate those intentions into the cultural fabric of their companies. I like to give companies feedback on how they’re doing — and to see how customer service people deal with feedback. Three recent incidents with employees made me question how well these firms were making this translation:
Suits sitting on the floor. Finding an available electrical outlet in O’Hare Airport is a hassle. While looking, I couldn’t help but notice the number of United Airlines customers sitting on the floor, because the outlets in the main thoroughfare were the only ones available . . . some of those people were even in suits. One would imagine that an employee in a truly customer-centric company would be mortified by seeing their customers sitting on the floor like that. When I approached the United Airlines customer service employee to pass a message on to her superiors about it, instead of seeing the problem, she merely gave me a litany of reasons why it wasn’t United’s issue.
Social media adoption has grown in leaps and bounds over the past few years, and not just in North America. Did you know that Italian and South Korean online users are more likely to engage with social media than American online users? Likewise, most of the European countries we study have a higher percentage of Conversationalists than we find in the US.
Despite this, most industry conversation around social media tends to focus on the US — and over the past few years nearly all of the entries we’ve received for the Forrester Groundswell Awards have talked about US-focused social media programs. To help recognize the companies that are pioneering the use of social media outside the US, this year we introduced an international category to the awards.
This week at Forrester's Marketing and Strategy Forum EMEA 2010, I was proud to present the winners of the inaugural Forrester International Groundswell Awards, which you’ll see listed below. I was thrilled with the entries we received. We saw dozens of quality entries from around the world, and in the end recognized finalists and winners from four continents, as well as a number of global efforts. I hope that other companies learn from — and rise to the standard of — the entries we saw this year; and I hope that our 2011 international category sees even more — and even better — entries.
His big takeaway is that consumers are still much more likely to provide feedback directly to companies through more traditional channels (like surveys, phone calls, email, and postal mail) than provide feedback through social channels. More specifically, 71% of US consumers who had unsatisfactory service interactions in the past 12 months provided feedback through at least one traditional channel (including email), while only 16% provided feedback through any of the social channels we asked about.
Despite the buzz around social media, this data shows that the majority of customer feedback comes directly to companies via surveys, phone, and email. Organizations should implement sophisticated voice-of-the-customer programs that use text analytics and other technologies to mine this information to better understand customers' needs and the issues they're dealing with, identify best practices, and come up with improvements whenever possible.
This one-day intensive session helps participants uncover 10 Web design problems that afflict more than half of the 1,200+ sites tested by Forrester, are easy to spot, and produce ROI when fixed. During this Workshop, participants will learn and apply the same objective techniques Forrester analysts use to find well-known usability problems for research and for clients. These methods apply to any type of site, including B2C or B2B Web sites, extranets, and intranets.
This promises to be an educational, interactive, and entertaining way to learn the tools that will help you find and fix problems that frustrate your customers and limit your business performance. For more information, and a detailed agenda, please visit the event page.
Time to get my hands a bit dirty. Last week I posted an eBook forecast with a brief explanation of why the book business may complete its digital revolution more quickly than other media businesses have. Turns out this assertion was more difficult to hear than I anticipated and I got some very insistent (and worth reading) comments. The discussion that ensued both on the blog and outside of it was very complex, this is not a simple matter. However, there are parts of it that are very simple that I have to clarify, even though it means rolling up my sleeves a bit. Allow me to draw into this discussion John Thompson of Cambridge University who gave a very worthwhile interview to the Brooklyn Rail this month to discuss his recently published analysis of the book industry, Merchants of Culture. I will refer to just one of his specific comments:
"There are many people who just love books and they love the ideas that are expressed in books; they love the stories that are told through books and all of it. They’re very attached to it.... They cherish the book. And they believe that this is an artifact that they want in their lives. And some of the technological commentators in this industry just completely miss this point."
In 2008, after nearly four years as an analyst on Forrester’s Customer Experience team, I left to explore the world of the Mad Men. I led the interaction design team at a top-20 advertising agency in Boston and, after a move to San Francisco, advised marketing agencies on things like their corporate strategies and go-to-marketing messaging.
While it was an exciting time for me, I kept coming back to a belief that I’ve held for years: A great customer experience is truly the best marketing.
And then I read Tony Hsieh’sDelivering Happiness, the story of Zappos’ rise to one of the best-known (and, some could argue, most successful) customer-centric companies. I devoured the entire book, cover to cover, on a flight from JFK to SFO. I dog-eared pages and highlighted passages. I even ignored a really great in-flight episode of 30 Rock in order to keep reading. And as we pulled into the gate in San Francisco, I realized that I needed to return to my passion: customer experience. Ultimately, what really makes me happy is helping companies make their customers happy.
And so here I am. (Thanks, Tony!)
I’m thrilled to be back on Harley’s team and doing a job I love. Here are the types of things I’ll be exploring through my research:
In recent years, there has been an increase in the number of US-based companies entering or planning to enter into the Mexican market. For example, Best Buy has rolled out an aggressive plan to invest $400 million to open 20 stores in Mexico over a three-year period. Lowe’s announced earlier this year that it spent roughly $40 million to open two stores in Monterrey, Mexico. And Target is setting its sights on expanding into Mexico, with goals to enter into the market no later than 2013.
Without question, there are many challenges with entering into a new market, such as understanding the country and cultural norms that influence shopping habits, determining how to transfer and modify successful strategies of a winning brand in one country to another, and understanding what the current size of the new market is as well as its growth potential. However, despite these hurdles, my colleague Tamara Barber and I contend that US-based retailers can use the factors that influenced the growth of the US Hispanic eCommerce market as a guide for developing effective growth strategies in Mexico.