Have Yourself A Multi-Touchpoint Christmas

Martin Gill

 With 43 shopping days left until Christmas 2011, eCommerce operations across Europe are gearing up for what looks like being a strong growth year for online retail.

With the economic climate across Europe looking increasingly bleak as Italy considers austerity measures and Greece’s future in the Eurozone uncertain, it is no surprise that European shoppers are more price conscious than ever as they go about their Christmas shopping. Increasingly savvy shoppers will not only find and purchase Christmas bargains online but are turning to a growing range of retailer touchpoints to inform their offline purchases as they hunt for the perfect gift at the perfect price.

While the Internet continues to deliver healthy double-digit growth for most retailers, lackluster summer sales and autumn clearance efforts have led to a shaky start to some Christmas campaigns. But while some retailers lurch from sale to sale, leading eBusiness executives are driving increasingly sophisticated multi-touchpoint strategies that aim to offer shoppers flexibility in how, where, and when they shop.

Mobile will undoubtedly play a much more critical role in assisting shoppers to find the perfect gift this Christmas, with innovative retailers such as John Lewis pushing the envelope by offering free in-store WiFi to its shoppers. But a multi-touchpoint approach does bring more complexity than ever, and managing a consistent experience and message across multiple touchpoints such as Facebook, mobile, the Web and stores is a challenge that busy eBusiness executives must face into.

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The Data Digest: Ads That American Youth Trust The Most — And The Least

Reineke Reitsma

Although data nowadays shows that young consumers in particular are moving away from traditional media in their daily media consumption, our Forrester data also shows that traditional media are still powerful means for advertising/promotion. In Roxana Strohmenger’s recent report, “Young Hispanics Lead In Mobile Activity But Don't Trust Mobile Ads Very Much,” she discovers that the two top channels are TV and magazines; American youth trust them twice as much as other online or mobile channels, and ads on mobile phone are being trusted the least. No wonder TV spending continues to top other forms of media in America and continues to grow, according to Nielsen; even search engine giant Google is getting into the TV advertising business by offering unique targeting and measurement capabilities.

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Product Strategists At Telcos Shouldn't Obsess About "Bit Pipe Syndrome"

Thomas Husson

Product strategists in various industries tend to dismiss telcos' role in service innovation, focusing instead on disruptors such as Google and Apple. It is true that new entrants and over-the-top (OTT) players have bypassed carriers, reducing their role to providing bit pipes.

Product strategists at telcos are suffering from what we are calling “bit pipe syndrome.” Didier Lombard, the former CEO of France Telecom, summed this up well when he declared back in 2007, "I am not building freeways for Californian cars."

Since then, many observers have claimed that telcos will die if they do not reinvent their business models, leveraging their networks as a service. This case is overstated: Reports of operators' deaths are exaggerated.

No doubt telcos are increasingly being commoditized to the point that they will become utilities, but there is no shame in monetizing networks — carriers' bread and butter for a few more years. Fundamental connectivity remains a valuable service — all the more if product strategists focus on gaining more pricing power and delivering more segmented offerings, either on their own or with new strategic partners.

When it comes to product innovation, operators still have key assets to leverage — particularly their billing capabilities — to become trusted partners for consumers and third parties. Some global carriers have a strong presence in emerging countries, and they will have more sway in shaping the types of content services that the world consumes.

Product strategists at operators have the assets to continue to differentiate their offerings and innovate in a disrupted telecom ecosystem. I am not saying this is not challenging and extremely difficult, but here are some approaches that could work:

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Join Our Global Mobile Survey And Get Free Aggregated Results

Patti Freeman Evans

A year ago, Forrester fielded our Q3 2010 Global Mobile Maturity Online Survey. We interviewed more than 200 executives in charge of their companies’ mobile strategies around the globe (40% in the US, 40% in Europe, and 20% in the rest of the world). You can see the results from last year’s survey here.

To help consumer product strategists and executives benchmark and mature their mobile consumer strategies, we’re updating this survey.

Planning and organizing for the use of mobile technologies is a complex task. Some players are laggards and think they still need to get the basics of their online presence right, while others are clearly ahead of the curve. Yet two questions we consistently hear are: “Where is my organization compared with others in the use of mobile?” and “How can we mature our mobile consumer approach?”

Here’s how you can help:

If you’re in charge of your company's mobile consumer initiative or if you’re familiar with it, then please take this survey.

Click here to start the questionnaire. 

If you’re not familiar with your company’s mobile consumer approach, please forward this survey to the relevant colleagues who are in charge of defining or implementing your mobile consumer approach. 

  • The survey takes less than 20 minutes to complete.
  • The survey will be live until November 20.
  • Responses will be kept strictly confidential and published only in an aggregated and anonymous manner.
  • For your efforts, we will share a free copy of the survey results.
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Apple's Retail Self-Checkout Is No iPhone 4S, This Really Is An Upgrade

Peter Sheldon

For the next 2 minutes as you read this blog post, please try to forget about Apple the product company and instead focus on Apple the retailer. Two years ago, Apple undertook a worldwide roll out of iPod Touches to its store associates. These devices came wrapped in a sled adding a 2D bar code scanner and credit card swipe capabilities to the hardware lineup and enabled store associates to perform mobile POS transactions anywhere in the store. Ever since the retail industry has been playing catch-up with retailers like Lowes, Gap, and Home Depot recently following suit with respective rollouts of mobile POS functionality to their store associates.

Today Apple raised the bar. Customers in the US can now use their own iPhone 4 or 4S in conjunction with the Apple Store app (one of my favorite mobile shopping experiences and complete with a fresh update) to scan the bar code of most in-store products and perform a self-checkout. The feature, called EasyPay uses the iPhone’s rear-facing camera to scan a product bar code with payment occurring via a simple authentication to iTunes, just like any other in-app purchase. The core difference is that Apple is now allowing in-app purchases of physical merchandise, albeit restricted to Apple at this time. Once payment is complete, the customer simply strolls out of the shop showing their digital EasyPay receipt to a member of staff as they exit. Time will tell if EasyPay results in any increase of in-store fraud for Apple, but for the consumer that knows what they want the convenience of EasyPay is crystal clear.  
 
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Do You Need Retail Stores? Best Buy Thinks Not.

Martin Gill

 

Disappointing news for UK shoppers today – Best Buy has announced that it will close its UK stores by the end of the year.

Best Buy was a bit of a breath of fresh air in a multichannel consumer electronics market in the UK that is struggling to find its identity as sales shift rapidly to the web. In a Website Functionality Benchmark we conducted earlier this year, we found that Best Buy stood out in a number of areas against its European competition, and its approach to multichannel retailing was similarly refreshing. While UK traditionalists DSGI have been struggling to find a multichannel model that works for them, Best Buy seemed to embrace the concept of agile commerce quite neatly. It understood that shoppers want flexibility to research, transact, purchase, and return products across multiple touchpoints, be that the web, the store or mobile.

And mobile is definitely where Best Buy and many other retailers clearly see the future.

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For Groupon, The Really Hard Work Starts Now

Sucharita  Mulpuru

After months of drama, Groupon finally had its IPO last week, concluding perhaps the most anticipated event in the daily deals space.  Now, however, is the even bigger challenge of actually proving out its valuation. The obstacles aren’t small and we lay them out in a report out today called Myths and Truths About Daily Deals. We define daily deals as both the purveyors of prepaid vouchers like Groupon and Living Social as well as the flash sale sites like Gilt Groupe and Woot. Two of the biggest challenges for prepaid voucher companies are the following:

  • Little incrementality especially for core Groupon businesses like restaurants or even national retailer deals. The majority of consumers who redeem prepaid vouchers (80% in the case of clothing or shoe stores, for instance) were already customers of the brand, and more than half say they would have purchased anyway without the voucher. 
  • Email won’t drive growth moving forward. While Groupon vaunts the size of its “subscriber base” (i.e., email addresses), all evidence points to the medium becoming less important. A significant portion of people who once subscribed to these emails no longer do, and many simply don’t want to because they have no need for more clutter in their inboxes. On the other hand, we’ve heard anecdotally that revenues for these sites are increasingly coming from organic traffic, which can be good so long as a daily deal company can continue to keep its brand top-of-mind for consumers. Marketing and sales, however, are two of the expenses that Groupon has loudly vowed to reduce.
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Looking Forward To Our Marketing & Strategy Forum 2011 On November 16th And 17th

Benjamin Ensor

One of the (many) things I have been working on for the past few months is this year’s  European Marketing & Strategy Forum, which is taking place on the 16th and 17th of November at the Grove, just outside London in Hertfordshire.

Our theme is about driving innovation for the next digital decade and what that means for leaders. We’re particularly focusing on some of what we see as the big disruptions of the coming digital decade: the growth of mobile Internet use; the growing demographic diversity brought by ageing populations; and the increasing economic weight of emerging economies, particularly the BRIC (Brazil, Russia, India, China) countries

I’m particularly pleased that we’ve got such a strong line up of eBusiness and channel strategy executives presenting this year, including:

·         Georges-Edouard Dias, Senior Vice President of eBusiness at L’Oréal.

·         Sean Gilchrist, Head of Digital Banking at Barclays Bank.

·         Jonathon Brown, Head of Online at John Lewis.

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We Proudly Present Our Annual State Of The US Consumer Report

Gina Fleming

I’d like to share with you some of the highlights from our annual The State Of Consumers And Technology: Benchmark 2011, US report. This data-rich report is an institution in the US, covering a range of topics on consumers and technology. For those of you who aren't familiar with our benchmark report, it's based on Forrester's annual survey that we've been fielding since 1998 and for which we interview close to 60,000 US adults. In fact, almost anything related to consumers and their use of and interest in technology can be found in this study.

In this year’s report, like last year, we segmented consumers by generation, examining Gen Z, Gen Y, Gen X, Younger Boomers, Older Boomers, and the Golden Generation. This view continues to provide some very interesting and actionable consumer insights into how technology behaviors vary across generations. For example, younger generations are more active on social networks; however, of those Boomers who are using social media, a similar percentage has a Facebook account or a LinkedIn account as their younger counterparts. The younger generations are far more likely to have a Twitter or MySpace account, though.

The theme of this year’s report is connectivity: How are the different generations using technology inside and outside the home and which devices do they use? Here are a few interesting general insights that we uncovered:

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Are You Ready To Disrupt Yourself?

James McQuivey

Or will someone else do it for you? That's the principal question I have after seeing the first week's worth of responses to our Digital Disruption Readiness Assessment survey. This 5-minute survey (available at forr.com/digitalreadiness) is already revealing critical vulnerabilities in corporate readiness. Consider the following data point:

It's not that people think their industries are safe from digital disruption -- quite the contrary. A full 76% see "significant opportunity" for digital to disrupt the industry they serve. Yet only a third think their companies will put the right resources in place to adapt to the changes that digital will bring. 

I spoke at a private conference outside of San Francisco on Tuesday and shared our digital disruption research with the room, elaborating on the Lose It! case study I posted on Mashable last week. Afterward, several entrepreneurs spoke to me about their own experiences as digital disruptors. One of them -- who self-identified as a Gen Yer who had recently received $15 million in funding for his startup -- explained to me that the cost of disrupting has fallen so low that he doesn't even think people like him need to go for the big funding anymore (not that he refused it when it came!). He said, "Especially in software, it only takes $30,000 to build anything in software today."

That's a digital disruptor. He's not bound by traditional economics, old-school partnership boundaries, or even antiquated notions of customer privacy. How are you going to compete with someone who thinks -- and acts -- like that?

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