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[UPDATE, Sepember 2013: Entries for the 2013 Forrester Groundswell Awards are now closed. More than 100 companies entered more than 130 social programs this year, and we're looking forward to reviewing them and recognizing the best at our 2013 eBusiness Forum on November 5.]
The entry deadline for the 2013 Forrester Groundswell Awards is just one week away - August 30, 2013. These awards recognize programs that showcase the effective use of social media to advance an organizational goal. We've got new categories this year - check out our video for details - and over the past week, my colleagues have given their advice on how to win an award for 'social reach' and for 'social depth.' Today, I want to give some tips on how to win an award in our 'social relationship' category.
More news from Mountain View on Tuesday, where Internet powerhouse Google released the much-anticipated Data Driven Attribution (DDA) feature for its Premium users. The release of Google’s DDA approach comes as no surprise to the analytics and measurement community. The world of attribution measurement is constantly evolving and new attribution approaches, new players, and new tools regularly enter the market, enabling marketers to select the right attribution tool for their business needs. It was only a matter of time before Google released a persuasive, more advanced measurement offering.
First, the Data Driven Attribution feature is only available for Google Analytics Premium users. It has several notable features worth highlighting:
Google DDA’s approach is statistically driven methodology. Google’s DDA approach is a huge improvement over its rules-based Attribution Modeling tool (which is available for FREE for Google Analytics users). The DDA approach uses probability modeling to best estimate the values of each interaction. The approach itself is transparent, understandable, and Google is extremely open about how it calculates the value parameters.
The August 30 entry deadline for Forrester's 2013 Groundswell Awards is right around the corner. If you have not submitted an entry yet, what are you waiting for? If you believe that you do not have what it takes to be a "winner" -- here is some insight on what we look for when judging Groundswell Awards entries. Since my research focuses on Social Depth, I will use the Forrester Groundswell Social Depth category as an example. But first, let me define "Social Depth":
In our latest social marketing playbook report -- which my colleague Nate Elliott summarizes in this blog post -- we define Social Depth as tactics that help prospects explore and buy your products. When you provide Social Depth on your own branded website(s), you offer detail about what your brand stands for and expose your prospects to real customer experiences.
Basically, if you are a B2B or B2C company and you have a . . .
I was fortunate to take an extended vacation this summer to visit my daughter who is serving in the Peace Corps in Madagascar, with a stop in South Africa and Victoria Falls on the way. Although you see amazing animals while on safari, experience the incredible power of Victoria Falls, and find the undiscovered treasures of Madagascar, it was the beauty of the night that really struck me. Without city light pollution, you find yourself immersed in a night sky full of the most incredible stars. A clear view of a streaking Milky Way and a strong Southern Cross just takes your breath away. Night after night, the stars are there to light up the sky.
But being in the Southern hemisphere, the North Star that I am so used to seeing was nowhere to be found. That got me thinking about how comfortable we are in this half of the world with having the North Star to act as a beacon to guide navigation to true north.
A few weeks ago I visited a new prototype store from a major U.S. retailer in order to learn more about their omnichannel strategy. Expecting a customer-centric experience that seamlessly connects the digital and physical stores, I was disappointed to see what appeared to be a misguided omnichannel deployment, with an experience that was actually inferior to one without enhanced technology. Here’s why:
New layout but broken technology. Upon entering the store, I noticed a different layout with a lounge area on the right and an inoperable digital kiosk staring right at me. While the layout did appear to be more welcoming, the dark interactive display indicated a lack of commitment to execution
No in-store inventory or location-based awareness. I found a smaller kiosk near the front of the store and searched for an item online. I chose the 'pick up in store' feature, expecting the kiosk to recognize I'm already in the store and show what's in stock. Instead, this retailer decided to fulfill the order from their distribution center rather than direct me a few feet away to their colorful display showcasing the item. There was no in-store inventory information or any type of store mapping application within the kiosk.
Kiosks do not provide utility. Another department also had a kiosk, but only provided the ability to find and buy the product online. Again I was expecting the retailer to recommend the appropriate product based upon my specific needs, and show me that the product I need is just a few aisles away.
A spate of events this month argues that the industry that revolves around video entertainment and advertising (I no longer call it the "television" industry!) has entered a period where long-delayed change will burst out:
Video ad networks/technologies YuMe and TremorVideo both went public. While neither was blockbuster, these IPOs signal that investors have enough confidence in the future of digital video that they'll put some chips on the table. They see advertisers using online video to extend their TV campaigns and this sector growing at rates far higher than the advertising market as a whole.
Two $400 million + deals for cross-device video ad technologies. The much-hyped AOL/Adap.tv deal and the quieter Extreme Reach/DG deal reflect different corporate strategies, but both are rooted in the idea that the distinctions between TV and digital video will continue to diminish. Marketers increasingly realize they must put their sight/sound/motion messages on every device if they hope to achieve the reach that TV alone used to deliver.
CBS/Time-Warner dispute. The mutual benefit of carriage fees has made the programmer/distributor relationship cozy for years. Now this relationship is fraying, and outright wars that include blackout of stations like the current CBS/Time-Warner fight have become increasingly common in the past couple of years. The lure to programmers of streaming their programs online increases in direct proportion to how contentious this relationship becomes.
To better compete in the US luxury automotive landscape, leadership at Audi of America had focused on improving three fundamental areas: the brand, the products, and the dealership. And they had made huge progress.
But according to Jeri Ward, director of customer experience at Audi of America, “The customer experience had not kept pace.”
Troubling data points made that clear: Customer loyalty was at 40%, and sales satisfaction was in 26th place out of 31 brands. But what really drove the problem home was this quote from an Audi customer: “The whole time the salesman spoke with me, he was eating Skittles out of a bag in front of me.”
Just imagine that you’re trying to buy a $60,000 to $90,000 car from someone who can’t be bothered to stop cramming junk food into his mouth. Would that work for you? I didn’t think so.
In this excerpt from Jeri’s speech at Forrester’s Forum For Customer Experience Professionals East, she describes some of the tangible actions Audi took to solve this problem by creating a customer-centric culture that inspires passion for the Audi experience. The results the firm’s efforts produced are a testimony to its success: In just three years, sales satisfaction went from 26th place to 12th place, and the company has experienced 30 months of record sales.
As always, we welcome your comments! And if you're interested in seeing more great speakers like Jeri, check out our upcoming Forum For Customer Experience Professionals in Los Angeles in October and London in November.
Like CX Forum East, the theme of our Los Angeles event is “Boost Your Customer Experience To The Next Level.” We picked that theme to showcase examples of companies that improved the customer experience they provide, whether they were just starting out, already leading their industry, or somewhere in between.
To kick off the event, Forrester Vice President and Principal Analyst Megan Burns will describe the four-step path to customer experience maturity that she details in her new report. The fascinating thing about this study is that when we started it, we thought we’d uncover several paths that companies have followed to get to success. But what we found instead is that there is only one path that’s proven to work, and many paths that lead to dead ends and failure.
In addition to speeches and track sessions by Forrester analysts like Megan and my co-author Kerry Bodine, our speaker lineup features senior leaders from companies that recently made major improvements to their customer experience. These executives include the president of Days Inn Worldwide, the CMO and VP of CRM at Sears, the chief customer officer at Eli Lilly, and the president and CEO of Safelite Autoglass.
At the beginning of 2013, approximately 153 million US online adults had health insurance coverage. While it serves the majority of US adults, the health insurance industry is unique in that only a minority of health insurance customers choose their health insurance provider directly. Forrester estimates that just 14% of US online adults — 25 million US adults — actively chose their health insurance provider in 2013.
However, with the onset of the Patient Protection and Affordable Care Act, otherwise known as "Obamacare," many new customers will enter the healthcare market. While we don't know exactly what portion of uninsured US adults will follow the mandate that all US residents must obtain health insurance, there is a large pool of potential new customers.
In fact, Forrester’s Technographics® data shows that 13% of US online adults (23 million adults) reported having no health insurance at the beginning of 2013. Of these uninsured adults, 47% don't have health insurance because they can no longer afford personal coverage; 25% left the employer that provided their coverage; and 15% never had health coverage.
Our 2013 Forrester Groundswell Awards (submission deadline is August 30th!) are structured around the Forrester Marketing RaDaR model, with awards for outstanding social marketing in each phase of the customer life cycle. My research this quarter focuses on social reach – tactics to help people discover your brands, products, and promotions – so I want to highlight a 2011 winner demonstrating the power of advocate marketing.
In 2011, Unilever introduced a new extra-strong variant of Marmite, a yeast-based spread that no one is just “meh” about – consumers either love it or hate it. Marmite’s consumers are extremely passionate about the product, and Unilever created an exclusive community for only the top 200 fans and advocates to feed (pun intended) their excitement. Each community member received one of 200 commemorative jars of the new Marmite.