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.
The role of the CMO is changing from "head of marketing" to "corporate executive," but only when stars align in two ways. The first is when the CMO is a general manager with marketing expertise. The second is when the CEO declares marketing and the brand experience to be corporate objectives rather than execution against. In either case, the CMO recruited to this task must drive change across the organization, connecting the dots to achieve a coherent brand experience regardless of the point at which the customer interacts with the company.
Recent client interactions with a wide range of tech vendors leads me to believe that sales enablement will move from good idea and experimentation to real action in 2010. Of course that will be an uneven thing as leaders set the pace with big transformation efforts to align what sales and marketing do together (that is the operative word here, together) to center their activities around clients' business problems with all the organizational angst and habit breaking associated with such an undertaking, while others tackle smaller bites, like messaging and measurement changes. But to me, it feels like 2010 will be the year when we see real progress, exemplary cases, and hard evidence that tackling effective sales enablement does drive sales efficiency. Are you sensing the same thing?
So why now? I think in no small part it's because tech is maturing and so are the business people whose job success depends on it. So the two have begun to talk like adults about the business outcomes tech enables, not just the adjective-laden virtues of some engineering breakthrough. And those conversations are more meaty, grounded, and accountable; there is a solid transfer of value both in the discussion and in the outcomes from a transaction. Or there better be, else the buyer will drop the vendor like a stone. In a recent Forrester survey (we will publish this soon and will let you know how to find that data) of bus and IT folks involved in tech buying, 75% of the business people said they were involved in choosing or recommending vendors. More than half of those same business people said that their strategic vendors were the ones that understood their business and how to help them execute, and two thirds had a formal process to identify those vendors among their suppliers. You get the picture, cool tech is dead, business outcomes are a must.
Apple isn't saying. Quattro posted a blog that told their current customers not to worry - normal business operations would continue. So, I am speculating a bit.
The first questions I've fielded are, "Does Apple want to go head to head with Google?" or "Does Apple want to sell advertising?" At a high level, I believe businesses stick close to their core competencies. Apple sells hardware, software and some content. Google sells advertising. Well, mostly. There are about 4 billion cell phones worldwide and about 1 billion PC's. New Internet connects (and page views and advertising growth) will come from mobile. Mobile is high growth. PC's are a bit commoditized. My cell phone costs more than my last netbook or notebook purchase. Go figure.
Our mobile marketing foreast for the US shows revenue growing from $391M in 2009 to $1.3B in 2014 provided there aren't any game changers. Game changers? Anything that would dramatically impact the amount of inventory or the value of it. The Apple iPhone, for example, dramatically altered the number of page views or inventory in mobile. The Android phones are helping as well and gaining momentum. These numbers are US-only - growth in mobile globally has been dramatic as well and will continue to be. In the US alone (see my colleague Charlie Golvin's blog) smartphone adoption grew from 11% at the end of 2008 to 17% at the end of 2009. This is significant because a lot more browsing and application downloads happen on these phones than more basic ones. A cut of this revenue would add some to Apple's bottom line, but very small at least in the next few years.
Recently I had one of my own customer experiences that shows just how hard it is to get all the elements of a multichannel interaction working right.
Here’s some context: Over a year ago I switched from Comcast to Verizon FiOS for my home television service and internet access. So far I’ve been very satisfied with my choice – I like the FiOS product better and the Verizon people I’ve dealt with have been great, especially the woman who signed me up and the guy who installed the service.
In hindsight, 2009 marked a turning point for the market research industry, when technology and innovation became part of the ongoing discussion on how to move the industry forward while balancing the realities of a business world in a recession.
Canadians with online access are active users of social technologies like blogs, forums, social networks, and user-generated content: According to our North American Technographics® Q3 2009 survey, 79% of online Canadians engage with social media at least once each month.
I'll stick to my comments and continue to believe that regulation had a stronger impact on the mobile sector than the economic crisis. The recent announcement that the French telecom regulation authority eventually (after years after back and forth discussions and lobbying) granted the 4th 3G license to Free/Iliad (one of the largest ISPs) is a good example of that. The new entrant will not launch before early 2012 but aims at captuting 10% market share by introducing cheaper tariffs (a competitive 3 hour package for less than 20€), bundling Internet access and offering interesting conditions to MVNOs. Evolution of termination rates or roaming tariffs as well as other regulations on spectrum have a much greater impact on operators' bottom line than reduced spending from consumers.
A couple of weeks ago I published a post called 'The Future Of Research: Building A 3-Dimensional View Of The Customer'. The summary of my post was that consumers connect with companies through different channels and leave their feedback about the company in different places. They expect companies to understand that and they don't want to be asked about things they already shared.