Unlikely Data Partnerships: A New Reality?

Srividya Sridharan

I was intrigued by the recent announcement that MasterCard and Brighter Planet were teaming up to mine carbon emission data based on corporate cardholder data. This announcement got me thinking about unlikely data partnerships across verticals to productize data and form mutually beneficial partnerships using data as the currency. 

But what’s really interesting is that it elevates the conversation of customer intelligence beyond better campaigns and ROI to the use of customer data for sustainability efforts — a relatively uncommon use case for customer intelligence. 

The concept of data sharing or data partnerships is not new — entire business models exist on making these services available to organizations for smarter targeting and remarketing. Retail data co-ops, online media audience aggregators, and data coalitions are just a few examples of these models. And MasterCard even sells its MasterCard Advisors solution to provide merchants with enhanced data and targeting capabilities.

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Advertising The Customer Experience

Kerry Bodine

My research director Harley Manning has a lot of quips that we affectionately call Harleyisms. One of them goes like this: All ads promise one of three things — you’re gonna get rich, you’re gonna live forever, or you’re gonna get (um, I’ll be polite here) some nookie.

While this might have been somewhat true during the golden age of advertising, I’ve noticed a new ad trend over the past several years: More marketers are advertising the customer experiences that their companies deliver. Here are a few examples:

  • Apple’s iPhone and iPad ads put viewers in the perspective of holding the devices in their own hands, all while demonstrating how easy they are to use and the real-world value they provide (like finding the best price on a book or getting step-by-step cooking instructions).
  • JetBlue promoted its customer experience in a series of hilarious ads that poke fun at the draconian policies employed by its competitors.
  • Virgin America’s San Francisco subway ads say, “LAND WITH AN EMPTY INBOX. SFO -> DALLAS FORT WORTH WITH WIFI.”
  • San Francisco bus ads for Saint Francis and Saint Mary’s hospitals promise: “ER WAIT TIME: UNDER 30 MINUTES.”
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How Should Tech Marketers Address Procurement Professionals And Procurement Directories?

Peter O'Neill

Some of you were looking for me, Peter O’Neill, at Forrester’s IT Forum 2011 in Las Vegas last week. My apologies; I was originally advertised as speaking at this event, but we decided to keep me in Europe after all, where I contributed to the first of a series of two-day partner trainings being run by Dell around the region (see my previous blog post on the topic). I will definitely be at the Forrester’s IT Forum EMEA 2011 in Barcelona next week though: I have four presentations to make and look forward to many interesting one-on-ones with tech marketers in between that packed schedule.

I wasn’t too upset about missing Las Vegas; ‘tis not my favorite place — did you know that I am invited to visit Las Vegas around six times a year? Clearly, I cannot attend everything as I must also do my day job: working inquiries, writing reports, and providing advisory; so my rule is to visit each vendor’s event every two years. Missing Las Vegas also meant I could go to the Ariba Live 2011 customer conference in London last Wednesday, which fascinated me because Ariba was one of the software vendors I worked with very closely back in my HP days in the late 90s. I was involved in several exciting eBusiness joint ventures then (BroadVision, Intershop Communications, and Yahoo were my other projects) most of which were really too visionary for those times. Ariba’s, and HP’s, vision was of an electronic procurement process running as an intranet application supported by Internet-wide directories and exchanges of suppliers.

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Payments Evolution Adds Complexity To The Multitouchpoint World Of eBusiness

Patti Freeman Evans

Though Google’s announcement of its new Wallet product is unlikely to be terribly disruptive initially (see Charlie Golvin’s post about it), it does signal yet another point of complexity facing eBusiness professionals today. We’ve been writing about this topic and advising clients about how to address it all year. We expect this subject, fundamentally agile commerce, to be a persistent theme for quite some time. So I thought it would be a good time to pull some of the good work my colleagues have been doing together around this topic of multitouchpoint proliferation (that’s a mouthful). 

Charlie Golvin and Thomas Husson have a fuller assessment of the Google announcement published that augments their existing blog investigation of the evolving multitouchpoint space.  Plus, they have been looking into the complex and changing mobile and payment space lately. See: Welcome To The Multidevice, Multiconnection World.

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The Data Digest: Are Consumers Using Their Mobiles To Shop?

Reineke Reitsma

Since the dawn of mobile commerce, retailers have dreamed of leveraging mobile phones to deliver an immersive multichannel experience for in-store shoppers. And finally the time seems right. With the uptake of smartphones, it has become much easier for both consumers and retailers to add mobile phones to the purchase process. Retailers have been busy developing mobile web versions of their online stores as well as dedicated mobile shopping applications for iPhone and Android phones.

But how many consumers are using their mobile phones for shopping-related activities? Our Technographics® research shows that about 6% of cell phone owners have used a shopping application. Dedicated shopping applications that allow consumers to research and purchase products directly from their phones, like the ones from Amazon.com or Domino's Pizza, drive uptake and usage.

It is tempting for retailers to use this technology solely for marketing purposes; however, organizations should focus on services that enhance the customer's multichannel experience. Balancing informative notifications with marketing offers will build trust with customers and lead to better acceptance, as well as higher uptake.

Apple Store 2.0: Why Customer Experience Leaders Should Care

Kerry Bodine

This week, Apple upgraded its in-store experience. In case you missed all of the hype, iPads placed next to every Apple product now provide interactive product, service, and support information — and the devices also give shoppers the ability to beckon a store employee to their side at any moment. In addition, the updated Apple Store app provides shoppers visibility into the number of people in line ahead of them and the wait time to talk to someone at the Genius Bar.

Customer experience leaders outside of the retail space might be tempted to file this away in their cool-but-not-quite- relevant-to-me drawers. But I see three compelling reasons why executives should take notice, regardless of what industry they’re in.

Reason No. 1: Apple continues to raise the bar on your customers’ expectations.

Brands no longer compete solely against the companies in their immediate industry. Why? Because customer experience leaders like Apple (and Zappos.com, Disney, and a handful of others) delight their customers on a daily basis. These great customer experiences, in turn, continually reset people’s expectations for the types of interactions they believe they should be able to have with the banks, insurance companies, TV service providers, and airlines they do business with. The Apple Store 2.0 has yet again upped your customers’ expectations for the type of in-person customer experiences they now expect from your brand.

Reason No. 2: Even with a heavy technology focus, human help seems even more accessible.

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The Future Of Mobile Is Context

Julie Ask

Why do you use the remote to change the channel on your TV? An airplane to fly across the country? A microwave to heat up food? Why -- because it is convenient. Consumers will adopt and use convenient services and products. In mobile, this means services that offer immediacy and simplicity through a highly contextual experience. If my gate changes for my flight leaving in 40 minutes, I want to know now -- there is value in knowing now or immediately. If I want to donate money to the flood victims in Louisiana, it is simpler to send a quick text message rather than write a check and mail it. If I want to eat Thai food near my home, I want to find a restaurant in San Francisco -- near my location (context). Using my phone that leverages my location through GPS is simpler than typing in a neighborhood or address.

Mobile phones are convenient tools to do many things today -- refill a prescription, deposit a check, navigate, check Facebook, or get email. The list of convenient services on mobile phones is going to continue to grow. Why? Because contextual information is going to get a lot, lot richer. Today, context is primarily the location of an individual, their stated preferences, or past behavior (e.g., purchases). This information is gathered as consumers use their mobile phones for navigation, news, and shopping. The information collected will become much richer for two reasons. First, consumers will use their phones to do more things (e.g., change channels on the TV, monitor glucose levels, and open their car doors). Second, devices will have sensors such as barometers or microbolometers that collect more information passively about the consumer’s environment. The available information is becoming richer -- companies that want to deliver contextual experiences must evolve their expertise.

Forrester has identified four phase of evolution:

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Join Forrester's Tweet Jam About YOU: May 24th (Today!) At 2pm US Eastern

Melissa Parrish

As you may have seen, for the past two weeks we’ve run a tweet jam called #IMChat. Our first two topics, CORE and social influence, were well received but really about what Forrester folks think is interesting. So it’s time to turn the social media table around. What are you interested in? What do you want to talk about with your peers?

To participate, just follow the #IMChat hashtag at 2:00 p.m. If you’d like to learn more about the rules of engagement, visit this community discussion on The Forrester Community For Interactive Marketing Professionals. To read some past archives, visit the documents section of the same community.

Here are some of the questions we'll be discussing during today’s tweet jam:

1.       What digital marketing initiatives are most important to your success within your organization?

2.      What digital marketing initiative causes you the most headaches? Why?

3.      What resources do you currently use to find answers to your digital marketing questions?

4.      How do you utilize digital marketing peers in your day-to-day decision making? Are they external or internal resources?

5.       How do you utilize third-party vendors and agencies in your digital marketing programs?

Why Seth Godin's Service Design Tips Miss The Mark

Kerry Bodine

In Seth Godin’s recent post, "Who’s responsible for service design?" he points out several service issues with questions like, “How many people should be answering the phone at Zappos.com on a Saturday? What’s Southwest Airlines' policy regarding hotel stays and cancelled flights? Should the knobs on the shower at the hotel go side by side or one above the other?” He then goes on to say, “Too often, we blame bad service on the people who actually deliver the service. Sometimes (often) it’s not their fault.”

I’m totally with him up to that point.

But then he goes on to blame two sets of people for service delivery issues: overpaid executives and service designers.  Yes, executives set the direction for customer experience. And yes, there is a growing cadre of service designers in service design firms and in-house design teams. But I’d argue that these professionals are responsible for just a tiny fraction of the service experiences that exist today. Unfortunately, most companies just aren’t aware of the field of service design or the value it brings, so they haven't hired service designers to assist with customer experience efforts.

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Want To Win A Voice Of The Customer Award? Prove Business Impact

Harley Manning

Over the past few weeks, I’ve been part of a group that picked the winners of Forrester’s Voice Of The Customer Awards for 2011. I can’t yet tell you the names of the three winners — those companies will be announced on June 21 at our Customer Experience Forum in New York, along with the other seven entrants that made up our top 10. But I can share some insight into what separated the winners from the contenders.

At one end of the spectrum, the clarity with which entrants described their programs didn’t create much differentiation. With very few exceptions, descriptions ranged from very clear to extremely clear and “please stop with the detail already, my eyes are starting to bleed” clear.

At the other end of the spectrum, the business benefits that companies derived from their voice of the customer (VoC) programs provided diamond-hard clarity as to which companies were great and which were just good.  

To understand why that is, consider the question in the awards submission form that asks about business benefits. It was worded exactly like this:

“How has this activity improved your organization's business results? Please be as specific as possible about business benefits like increased revenue, decreased cost, increased customer satisfaction, or decreased customer complaints. Please specify how you measure those benefits.”

The judges were looking for a response along the lines of:

  1. We heard these specific things from customers through our VoC program.
  2. As a result of what we heard, we made these specific changes.
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