Forrester's Social Technographics® looks at how consumers approach social technologies — not just the adoption of individual technologies. We group consumers into seven different categories of participation — and participation at one level may or may not overlap with participation at other levels. We use the metaphor of a ladder to show this, with the rungs at the higher end of the ladder indicating a higher level of participation. You can find more background on Social Technographics and the concept behind it at our Groundswell blog.
Overall, engagement with social activities has increased significantly in the past few years. By the end of 2009, almost three-quarters of US online adults were participating in one way or another with social media. But how do users of Facebook and MySpace compare to each other when looking at how active they are? The following graphic shows that MySpace users are far more likely to be “Creators” — the group that actually creates its own fresh content.
We've also asked consumers in which categories they like to express themselves online. The behaviors of Facebook and MySpace consumers are quite comparable for most categories, but MySpace users score much higher on expressing themselves on music, video, or gaming online - true to their 'Creator' profile.
Among the biggest strategic questions facing eBusiness & Channel Strategy executives are how to make use of the growing potential of the mobile channel, how to integrate mobile phones into their company's multi-channel strategy, and how to meet customers' rising expectations for mobile services.
We have argued that, for most companies, mobile's time has come. Every company needs to have a mobile strategy in place, even if that strategy is to wait until specific things happen before making serious investments.
Most of the eBusiness & Channel Strategy executives that we work with are either directly responsible for, or closely involved in, their company's mobile strategy. So we would like your perspective -- and we'd like to help you benchmark your mobile strategy against that of your peers.
We invite you to take part in a short survey about your company's mobile strategy, your objectives, the metrics you use and the challenges that you face. You can take part in the survey here.
The survey takes less than 15 minutes to complete.
Individual responses will be kept strictly confidential and results only published in aggregate.
In return, we will give you a free executive summary of the survey results.
We're keen to get as wide a sample of industries and geographies as we can, so please feel free to forward this survey through your networks. If you are not familiar with your company’s mobile strategy, but know who is, please forward this survey to them.
I look forward to your perspectives. Thank you in advance for your time.
Taking a step back, mobile phones have changed the way we live and communicate in the past 10 years. They’ve had a deep effect on society. At Forrester, we believe they’ll change the way companies do business in the next 10 years. Back in 2007, the iPhone created a market catalyst, not only in the way consumers use and perceive mobile phones but also in the way companies engage with their customers in the mobile environment. Since then, a growing number of companies have launched a mobile consumer presence and started to define a road map for their mobile products and services. Some of them are still testing and learning, while many companies are starting to integrate mobile in their corporate strategies, and others have already created dedicated mobile business units and plan to generate millions of €/$ per month in direct revenues. They follow different objectives — whether building brand loyalty, delivering added-value services in a multichannel experience, reducing costs, or acquiring new customers.
Last week, I was in Washington working for HP at their Software Universe event. I moderated their customer press conference, had several strategy meetings with HP execs, continued my preview of a new product they’re planning, and even got to play golf with three of their execs. Life can be tough as an analyst!
In the press conference, attended by around 40 journalists from all continents, I encouraged five HP customers to talk about how they were innovating within IT: Neuberger Bergman, Seagate, McKesson, Blue Cross and Blue Shield of Florida, and CollabNet. My challenge as moderator was to help these spokespeople bring across their messages (not everyone is a public speaker) and ensure that there was some “news” for the journalists to write about. So I kicked off the session with a Forrester slide with these five trends/challenges in IT. Each customer then spoke to the trend that affected them the most:
Virtualization and "cloud" adoption adds to complexity of IT management
Continued pressure to prove the business value of IT
Automation of optimized processes within IT
Understand and measure IT delivery in business terms
Agile development brings Business, AppDev and IT Operations closer together and coordinated
The recent recession has changed consumers' mindsets. They are more careful and prudent about how they spend their money on everything, including travel. But can price drive loyalty? What makes consumers feel valued? Forrester's Technographics® research shows that price and transparency of costs are indeed very important elements for travel companies to make their clients feel special, but these are followed by support statements like “Make me confident that any arising issues will be fixed.”
To increase loyalty and make consumers feel valued, travel companies should see beyond deals and extend their focus to include support. In a recent report on this topic 'Why Travel eBusiness Misses The Mark By Only Emphasizing Price' my colleague Henry Harteveldt gives an example of how a travel seller can use the recent Icelandic volcanic eruption to show affected customers they care, by offering them a special deal when they log into their account.
As Henry says, travel sellers must remember that they don't own the traveler; they earn the opportunity to serve the traveler from one purchase to the next. Fail and the traveler will consider your competitor — and price will likely provide the motivation to switch.
One of the most common questions banking eBusiness executives ask Forrester analysts is: "What do you think of my Web site?". That's always a tough question to answer because what I think of a Web site depends on who I am and what I'm trying to use it for. To help UK bank eBusiness executives answer that question, my colleague Vanessa Niemeyer has just published a benchmark of the sales content and functionality on the Web sites of 10 of the UK's biggest banking brands, from the perspective of a typical customer trying to switch current account provider.
Some background: UK Net users are among the most likely anywhere in the world to use the Net to research and buy financial products. According to our Consumer Technographics® surveys, almost 60% of UK Net users have researched a financial product online in the past 12 months, more than in any other European country. Two out of five UK Net users have applied for a financial product online in the past year, which is double the Western European average. So you might think that UK bank Web sites are all highly effective sales sites.
The future is here, folks, and the gaming industry is the first to get us there. Today I leave E3, the gaming industry's biggest US convention. When all is said and done, roughly 45,000 people will have come through LA's convention center -- most of them as nerdy as you're imagining right now -- to play the newest games, demo the latest hardware, and collectively drool over hyper-realistic zombies, aliens, robots, and other baddies game designers have placed in our digital sights.
At this E3 we have witnessed more advances in living room technology than the cable, consumer electronics, or the computer industry (yes, that includes Apple) have managed to pull off in many years of trying. Let me summarize:
We just finished judging the entries for Forrester's Voice of the Customer Awards 2010. Announcing the winners will have to wait until we’re onstage at the Customer Experience Forum in New York on June 29. But there is something I want to announce right now: I am really impressed by the entries! :-)
Because I was also a judge last year, I couldn’t help but notice some big changes from last year. Here they are in no particular order:
I spent some time last week in Italy, where I regularly visit clients to discuss mobile opportunities.
I always try to spend a few hours visiting operators' shops and getting hold of some brochures. The ones below from Telecom Italia are very typical of a certain type of Italian ad...
Beyond this, however Italy is a very interesting market to study. It is wrongly perceived as leading in Europe because of its huge penetration rate — more than 140% — which doesn’t mean much, per se. Put simply, it links to the high ratio of prepay phones and to the multi-SIM phenomenon, in which Italian consumers take advantage of the most attractive tariffs. For example, handset subsidies are not common and were introduced by Tre (greenfield operator Hutchison Whampoa), the operator with the highest postpay market share.
However, Italian consumers are starting to demonstrate sophisticated mobile usage. An example: At the end of 2009, 15% of Italian online users accessed the mobile Internet on a weekly basis and more than 10% were interested in receiving contextualized mobile coupons. I see numerous examples of mobile innovation, and many companies (from media groups to banks) are starting to integrate mobile into their corporate strategies. I am, however, surprised by the lack of a cohesive and consistent approach. Few companies have a clear understanding of how their own customers use mobile services and what their attitudes toward mobile are. That's the first step in assessing mobile opportunities. For example, does it make sense to launch an Android application if you don't know how many of your customers own an Android device? Few companies have defined clear and measurable objectives or have a vision of how they want to integrate mobile as part of a multichannel and multimedia approach moving forward.
It's late, this is just a short note to let you know that today I saw the future and what I saw was so stunning I couldn't go to sleep without telling you about it first. The future is the new Xbox 360 that debuted at Microsoft's E3 press conference today -- not just the improved hardware which ships to stores today and costs the same as the previous hardware -- but Xbox Kinect. This is Microsoft's long-awaited full-body natural user interface (NUI) for the Xbox 360, previously codenamed Project Natal and now branded as Kinect.
Kinect is everything. Kinect is the future of everything. Kinect is to the next decade what the operating system was to the 1980s, what the mouse was to the 1990s, and what the Internet has been ever since. It is the thing that will change everything. Once we've all been Kinected, we will never go back. You'll shop, communicate, chill out, engage, and debate using technology that can see you, image you in three dimensions, and interact with you in ways that are cooler than the most far-out science fiction, yet completely natural.
I could explain it, I could try, but I won't. Instead, I'll just encourage you to watch the last hour or so of the press conference yourself (though if you follow my link, you may also want to watch the first few minutes just to catch the pre-game interview with Felicia Day -- isn't she adorably nerdy?).