But interest isn’t equally high across different consumer industries. Below, you’ll find a graphic showing the top five industries that consumers are interested in participating with for co-creation efforts.
Household technology products like PCs and TVs top the list, but CPG, home entertainment (i.e., movies and music), household appliances (i.e., washing machines and refrigerators), and small kitchen appliances follow closely. As usual, men and women have different interests: While women account for 51% of all willing co-creators, they account for a much greater share of the audience interested in co-creating with CPG companies and clothing, footwear, and small kitchen appliance manufacturers.
There are other definitions floating out there about sales enablement – some are from our competitors, there is a Wikipedia definition, and several vendors in the space are promoting the phase pretty heavily.
So why did we just publish a huge research document on the topic?
Let’s start with how we decided we needed to invest a lot of cycles writing a big report about defining something some could argue was already defined.
Q3 is always a very exciting quarter for the market research team at Forrester. Not only do we analyze, write and publish our annual State Of Consumers And Technology Benchmark report (which my colleague Jackie Anderson is very busy with at the moment), but we also start analyzing our annual reports looking specifically at consumers' online behavior. In Q3 we will first publish the US version of the document, followed by European, Asia Pacific, and LATAM versions later in the year. These reports are internally referenced as “the Deep Dive” reports, not only for the level of detail these reports contain but also because of the depth of analysis included. What really makes these reports unique is that they're similar in setup, making it possible to compare online consumer behavior across regions and within regions.
For example, our 2009 APAC Deep Dive report shows that Asia Pacific consumers are active Internet users compared with North American and European consumers but that their interests and activities varied greatly. And within Asia Pacific it's definitely not one-size-fits-all: The following graphic shows for example how the different countries vary in their uptake of media and entertainment activities:
We published today The Future of Search Marketing; thank you to the many marketers and agencies who contributed to the research. There are a number of evolutions happening to search marketing now and in the coming three years, including:
More content and ways to search
Richer search engine interfaces and ads
Overlap with social and mobile
But what stood out to me as the real future of search marketing was that these changes will actually force search marketers to think more like business planners than like channel managers. Tactically speaking, this means thinking about “search marketing” as not just SEM and SEO but as an umbrella term that applies to using any targeted media to help an advertiser “get found” (including, perhaps, biddable display media, social networks, and mobile applications). Strategically, this means focusing more on user intent, your business reasons for using search (and not other media which also drives leads), and fostering collaboration and an awareness of the value of search across your organization.
I am intrigued by last week's announcement from UK payment processor VocaLink and Australian financial software vendor eWise that they are collaborating to build an online banking transfer payment system for the UK. Online banking transfer systems make it (fairly) easy for online shoppers to authorize payments through online banking by integrating the payment details into their bank's secure online banking site. The customer is routed directly from the merchant's site to the bank to authorize the payment and back again.
In the Netherlands, the iDEAL online banking transfer system has been highly successful. It's now used by some 10 million Dutch online shoppers for about 5 million transactions a month. But the UK's online shopping market is different to the Dutch one in a couple of important ways. Firstly, debit cards can be used to pay online in the UK. Since almost all adults have a debit card, paying online is not a big problem in the UK, unlike many other European markets. Secondly, UK Net users have always been relatively complacent about online security compared with other Europeans. That means that one of the primary attributes of an online banking transfer system -- more robust security -- may not cut that much ice with British online shoppers.
Forrester has long argued that any new payment system needs to overcome three hurdles to succeed: providing a clear improvement over the existing alternatives, driving consumer and merchant adoption, and developing a viable business model for all parties.
I met yesterday with Preston Carey, the head of business development for Russian search engine Yandex. Full disclosure: Carey and Yandex originator John Boynton are both Forrester alumni, but that’s not the only reason I think Yandex is smart.
Yandex has tapped into two forces that yet elude the larger US-based search engines (ahem, Google and Yahoo!):
As more marketers take to Facebook and Twitter -- and as users' friend lists on these networks continues to grow -- it strikes me that it may be getting ever harder for marketers to actually get a message through to their target customers. After all, if the average Twitter user follows several hundred people, and all those people post on average a few tweets per day, and then the average Twitter user checks in only a couple times per day and reads maybe 40 or 50 tweets per check-in . . . they're missing a lot of messages, right? If you assume that logic is right (though obviously the data points are all just ballpark guesses right now), it got me wondering: If a marketer has 100,000 followers on Twitter, or 100,000 fans on Facebook, and they post something, what percentage of those followers or fans ever actually see that marketing message?
I've collected the data around this and am in the process of building a model to find the answer to my question -- and I'll be writing a report about that topic this month. In the meantime, though, I'd love to get your thoughts on the topic.
- Do you feel as if it's getting harder or easier for marketers to get a message to users through social media?
- Which social networks do you feel are the most cluttered, and which are the least cluttered?
Apps dominate the mobile conversation these days for a lot of well-demonstrated reasons, but with much less fanfare, the mobile Internet — especially the frequency of its users — has taken off. I don’t mean just that ‘mobile Web use has grown’ or it’s continuing to grow at steady pace. No. The rate of growth has jumped dramatically.
In the six months between year-end 2008 and mid-2009, daily use of the mobile Internet grew from 7% to 10% for all mobile phone users. Once you narrow it down and look at smartphone owners, the growth is even more startling, as you can see in this report. Better handsets, better browsers, and faster networks have remade the mobile Internet from a novelty to a growing, and growing quickly, part of mobile users’ daily lives.
On the heels of some positive court decisions earlier this year, Google today announced that they're changing their keyword bidding policies in Europe to match those already in place in the US, the UK, and elsewhere. Most notably, this means European marketers will now be able to display paid listings to users searching for other companies' trademarks. There's lots of coverage around, including:
Obviously, this isn't great news for brands. That's why Louis Vuitton and others were fighting against these policies in court; they've worked hard to build brand recognition and credibility and to drive the consumer desire that leads to a Web search -- and they feel as if Google is making money by selling those consumers to other marketers at the last moment.
But brands don't always lose. Sometimes those other marketers will be competitors, of course -- but sometimes they'll be the channel partners of the brands being searched for. Sony, for instance, shouldn't have any problem with Amazon.com and other retailers advertising Sony's digital cameras when consumers search for those cameras by name. For the retailers, then, this decision is a win: They have more freedom than before to target in-market buyers, no matter the brand for which they're searching.
One of my favorite customer experience graphics here at Forrester speaks to companies “making promises” through marketing and branding channels, while “keeping promises” by delivering value through other channels. However, there are external forces at play that raise people’s expectations. Companies like Google make us wonder why we can’t have good search when looking on a manufacturer’s site for a product; Trader Joe’s makes us wonder why floor staff at other stores isn’t as friendly and helpful; and Zappos makes us wonder why products don’t always arrive ahead of schedule.
I’ve taken liberties and updated the graphic to reflect that the “promises” companies make are really “expectations” that they set, and those are influenced by lots of external factors. In order to meet customer expectations — thus delivering a good experience — companies have to account for those factors that may lay outside of the firm or even the industry.
Why Does It Matter?
About 67% of companies that we surveyed describe their customer experience goal as simply trying to differentiate from competitors in their industry. But, they must also factor in the expectations set from outside of their firm or industry. Does this mean that every company needs to deliver a Zappos-like experience? Absolutely not! But it does mean that companies need to understand clearly what their customers really expect from them.