It has been quite a week for me. I’ve been finishing off a client study of tech buyer Social Technographics -- 130 enterprises in their home European country. The data is good: consistent with what we had already gathered in our published work (see our April report); but of course, we have collected much more detail around this client’s specific market. But the client does not accept the data.
Curiously, I have had several conversations with tech vendor marketers who doubt our Social Technographics data. Peter Burris and I debated at length last month with an industry marketing manager for a services company. He said that only half of the people he sold to even had a PC (he was selling to Government accounts). And this project client of mine also refuses to believe the data we have collected. Their issue is actually more about being credible in front of their own executives. They are afraid that, because their own executives do not use social media themselves, they’ll reject the concept that 43% of their potential audience are Creators, which is what we found out.
I did provide a clarification on our Social Technographics ladder methodology in response. A Creator population of 43% does not mean that nearly half are writing blogs (that number is actually 28%). Creators is a combination of 5 different questions: it is about publishing a blog post, your own Web pages, uploading a video, uploading audio/music or writing articles and posting them. Whoever does ONE of these things at least monthly is called a Creator. But the chances are still that this client will just shelve the data we have collected, plus the analysis and recommendations on a suitable social media strategy, in order to avoid having to argue against, or educate, their own management.
In the past few weeks, there have been many conversations about Facebook's privacy changes (and breaches); for example, see this post by my colleague Augie Ray earlier this week. However, what I'm missing in these discussions is how Facebook compares with other social media players worldwide. Although Facebook is the largest social media platform in the Western world, different players lead in other regions. For example, Facebook is struggling to gain ground in Asia Pacific:
With 58% of online adults accessing it, Orkut is the leading social platform in metropolitan India, while 27% of Japanese online adults use mixi; and in South Korea, Cyworld is most popular, attracting 63% of South Korean Internet users. What I'd like to know: how do these networks handle their users’ privacy?
Hola! Or as they say in Brazil — Olá! I am a new face on this blog, so let me introduce myself. My name is Roxana Strohmenger and I am on the Technographics Operations and Analytics Team, where I work with our clients, analysts, and vendors to make sure that our surveys — both syndicated and custom — utilize sound research methodologies and analytic tools. One of my newer responsibilities, though, is driving the content for our Latin American Technographics® research to help companies understand how technology and the Internet are changing the way Latin Americans go about their daily lives.
I am currently preparing for an exciting opportunity to give a presentation at ESOMAR’s Latin American 2010 conference next week, and I wanted to share with you some interesting findings regarding how Latin Americans want to connect with “others” on the Internet. I emphasize “others” because it is not friends and family that I am referring to but, in fact, companies. Yes, Latin Americans are extremely community-oriented and want to feel connected to their friends and families. And the Internet has become an exciting vehicle for them to stay connected. But, does this desire to be connected also extend to companies?
Surprisingly, the answer is yes. In fact our research shows that more than 75% of metropolitan online Brazilians and Mexicans expect companies to have a presence using social media tools like blogs, discussion forums, and social networking sites. To put this in perspective, we see that only 47% of US online adults have the same attitude. We’ve also found that among online Latin Americans who have this expectation:
One of the first tasks I settled on when I returned to Europe this year was to update our online ad forecast. After months of research, I’ve just published that report, ‘Western European Online Advertising Forecast Through 2014’ – and I’m happy to say that overall, the picture that’s developed is one of an industry returning to health. 2009 wasn’t a great year for the market, but thanks to a strong fourth quarter it wasn’t the terrible year everyone was expecting either – and more importantly, it looks like the weakness was a short-term blip rather than the beginning of a prolonged market slide. Western European online ad spending – which we define as the total of display ad spending and search spending in 17 countries – totalled €9.6 billion in 2009, and will grow to €13.9 billion in 2014.
When you dig a bit deeper, however, it becomes clear that different sectors of the market will have differing fortunes over the next five years. We think the big story between now and 2014 will be online display advertising. After a year of stagnation in 2009 – when it grew by just 1% across Western Europe – we think display is starting to look as healthy as ever. With huge advances in targeting helping response marketers deliver their ads to the right users, and with rich ad formats convincing brand marketers to shift more of their budget online, display will grow by 4% in 2010 and hit double-digit annual growth by 2013.
Because I’ve just published a new Western European forecast – and because I often get asked how we define which geographies we cover – I thought I’d clarify what we mean by "Western Europe." As of May 2010, Forrester defines Western Europe as the following 17 countries (listed here alphabetically):
Put another way, when we talk about Western Europe, we’re talking about the old EU-15 plus Switzerland and Norway.
I just attended Unica’s annual Marketing Innovation Summit (MIS) this year in Orlando. I sat in on a few terrific conversations about making multi-channel marketing a reality. Here is the first: An overview of Intercontinental Hotel Group’s (IHG’s) use of data-driven marketing to improve communications with existing customers and prospects.
Lincoln Barrett, vice president for guest marketing and alliances, shared that, for IHG, building a customer-centric marketing strategy hinged on three different, but overlapping, initiatives:
Invest in technology
Expand into new frontiers
Build a centralized customer organization
Each of these initiatives is still a work in progress, but excellent progress has already been made in each one.
Invest In Technology
Step one here was to build a new data warehouse and real-time data mart that would allow IHG to match the data it was gathering through proprietary and third-party sources to existing customer information. This step also made it possible to gain immediate access to data for analysis or campaign building purposes – a significant upgrade to IHG's previous functionality, which updated records in batches and only made data available some 30 days after a customer incident (like a hotel stay).
The next step was to expand outbound campaigns beyond email. Technology upgrades (using Unica) automated internal campaign processes, created localization capabilities (for franchisees to create programs customized to their locale and customer relationships), and integrated call center data and activities with outbound campaign management. As part of this step, IHG also streamlined its formerly multi-agency model into a single global agency.
Multichannel customers have traditionally been more profitable for consumer product, service, and media companies. Consumers who shop both online and in-store spend more.
Multichannel media consumers have higher levels of engagement than those present in only one channel. The more one watches TV, listens to the radio, spends time online, etc., the more advertising they consume.
Mobile adds a new dimension, a new medium, and a new tool to allow brands to engage with their consumers. Mobile is an even more contextual medium than TV or online. Mobile phones are personal. Mobile phones tie into an environment. Certainly, location is one aspect, but “where” is more than location. “Where” can mean the living room at home, in the car, or in a store.
Forrester recently completed a case study on Yahoo! Fantasy Football. Fantasy football presents a unique opportunity, given that the majority of NFL games are played on Sunday. Not everyone can plunk down on the couch in front of the TV on Sunday to track their players. Moreover, most people don’t have the ability to follow multiple games at one time – at least in the level of detail required to follow all of their players on all of their teams. Historically (pre-Internet), fantasy football players had to wait until Monday or even Tuesday to get player stats and begin to compile their scores. The Internet offered players the ability to do this in real time. Mobile offers players the opportunity to follow their teams, players, and scores in real time anywhere. Mobile offers immediacy. Mobile frees participants to go out in the yard to play with the kids or run errands without losing track of their games, scores, and players.
Forrester surveyed US consumers about their satisfaction with Web-to-store and store-to-Web transitions in three retail segments — apparel/accessories/footwear, consumer electronics, and wireless phones and service.
The results: Satisfaction with both Web-to-store and store-to-Web shopping is low.
Consumer electronics: 66% satisfied with Web-to-store shopping, and 55% satisfied with store-to-Web shopping.
Apparel/footwear/accessories: 60% satisfied with Web-to-store shopping, and 53% satisfied with store-to-Web shopping.
Wireless products and services: 54% satisfied with Web-to-store shopping, and 48% satisfied with store-to-Web shopping.
I have a great job. My role, essentially, is to uncover the most interesting questions in interactive marketing (things like 'How should we measure our social media programs?' and 'What are the best ways to use online video for marketing?' and 'Can you really build a brand online?') and then talk to as many smart people as I can until I find some answers. I then get to present those answers in research reports, blog posts, speeches, teleconferences, workshops, and consulting projects.
If that sounds fun to you, and you have a couple years experience in marketing, you may want to consider applying for the Researcher job we have open in London. Our Researchers play a crucial role in all aspects of the research process: they help us find those smart people we talk to, and then help us conduct the interviews; they help us field surveys and analyze the resulting data; they contribute to our written reports -- and eventually write entire reports on their own. Along the way, they learn a remarkable amount about interactive marketing and the research process. And if they're good, like my last researcher was, they get promoted to analyst.
If you'd like to apply -- or you know someone who might -- we're collecting applications now. Check out the full job description, and apply using the online tool. And if you have any questions about the job, feel free to drop me a line: nelliott at forrester dot com.
Last week I met with a group in charge of driving improvements to the company’s enterprise customer experience. They’re a small team with a big task – make the company culture more customer-centric. What makes the challenge even harder is that this team lacks the formal authority to force other organizations to change the way they do business. Instead they have to make people want to do things differently.
During the meeting they asked a question that I often hear from clients – what have other people like us done that has worked? I had just completed a new report on that topic and was able to share some of the key findings from that research. Here’s a quick summary of what I told them: