Establishing Standards To Manage Battle Cards

Dean Davison

During my daily conversations with technology vendors about battle cards, I am encountering leaders that are taking a different approach. Sales leaders are taking responsibility for the portfolio of battle cards – some larger vendors have hundreds – and assigning someone to “fix the problem.”

Individuals who get assigned to fix “the battle card problem” sometimes report into sales operations and other times into corporate marketing. Sometimes this individual has a background in competitive intelligence, but other times the person is completely unacquainted with battle cards. The one trait that these individuals do share is that they have empathy for sales teams.

Battle cards come from a variety of internal groups including product managers, competitive teams, partner alliances, industry groups, or others who want to educate sales reps to handle obstacles caused by competitors. Each group packages up battle cards differently so that sales reps experience differences in the quality of content every time they use a battle card. As I talk with individuals tasked with fixing “the battle card problem,” they tell me that when they look at their current collection of battle cards, they don’t even know where to begin.

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Are Marketing And IT Finally Having A Go At Working Effectively Together?

Luca Paderni

With the increasing richness and complexity that digital channels and social media bring to the marketing equation, senior marketers increasingly realize that, to be relevant in shaping their brands’ interaction with customers, their teams need to embrace new technologies with the help of the IT group.

In my latest joint research effort with my fellow analyst Nigel Fenwick from Forrester’s CIO role, I explore how marketing and IT can successfully work together in enabling organizations to master the customer data flow.

Our early findings were not very promising . . . What clearly emerged from our interviews with CMOs and CIOs was how deeply ingrained the stereotypes about the two teams are. We heard that:

  • IT is the department of “no” and does not care about customers or what’s happening in the market.
  • Marketing is having all of the fun and spending money without rhyme or reason.
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How Fidelity Co-Creates Its Customer Experience Ecosystem

Kerry Bodine

To get a grip on your customer experience ecosystem — the complex set of relationships among your company's employees, partners, and customers that determines the quality of all customer interactions — you need to map it, co-create it, and socialize it

When I say “co-create it,” you might think of websites like My Starbucks Idea or Dell’s IdeaStorm — and those sites are great, but they’re not exactly what I’m talking about. Focus groups might also come to mind — but they’re not what I’m talking about, either.  When I talk about co-creation, I’m talking about active participation from employees, partners, and customers throughout the experience design process — from upfront research to in-person ideation sessions and concept testing.

As I mentioned in my keynote at Forrester’s recent Customer Experience Forum, this is an approach that Fidelity Investments has taken to heart. It's been working with the Stanford d.school — yup, that’s “d” as in “design” — to embed co-creation within Fidelity’s organization.

The picture below shows a workshop in which Fidelity employees have immersed themselves with pictures and notes from in-field research looking at how Gen Y consumers interact with money.

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Why Tablet Commerce May Trump Mobile Commerce

Sucharita  Mulpuru

While all eyes in the online retail space seem to be on social networks and smartphones these days, we’re seeing an emerging trend with tablets that could be the most interesting of all. Only 9% of web shoppers now have tablet devices, but here’s the big deal — most of those people already own smartphones (as well as PCs, of course), and they are saying that they actually prefer to use their tablets for shopping. Not only that, but the ownership of the tablet device itself actually increases the amount of time that people spend online. And we’re anticipating a hockey stick in tablet adoption in the next five years on top of all that. You can read more about these findings in the report my colleague Sarah Rotman Epps and I just wrote titled, “Why Tablet Commerce May Trump Mobile Commerce,” which is based on findings from our joint research on online shoppers with Bizrate Insights. Some of the most compelling aspects that are helping to drive the shopping experience on the device:

  • The larger screen. Not surprising, given the choice between a smartphone and a tablet, consumers find it a lot easier to use the latter to surf the net, click on links, and type in the critical biodata to purchase something online, especially since PayPal Express doesn’t seem to be integrated onto most mobile commerce sites yet.
  • The portability. Consumers love taking their tablets around the house and on the go. The living room is the most common room where the tablet is used, but out of the home is also popular, particularly at restaurants and in airports.
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Wake Up! You Need To Be Thinking About Mobile Market Research Now

Roxana Strohmenger

July has been a “sizzling” month so far, and I don’t just mean the weather. Although its pretty hot and humid here in Miami, the market research world has been burning up with talk about mobile market research over the past three weeks. First, we kicked off the month with a debate I moderated about whether mobile research is the great hope or the false dawn. You can listen to a recording of the lively debate here. And now, the Merlien Market Research in a Mobile World conference just wrapped up. This conference brought together more than 200 client-side senior executives, market researchers, and mobile developers to discuss the challenges and opportunities mobile technologies can bring to generate customer insights.

Is all of this talk warranted? Yes! Just take a look at some of these facts. Forrester forecasts that by 2014, 65% of the world’s population will own at least one active mobile phone (click here for details; subscription required). And, earlier this year, Mary Meeker of Kleiner, Perkins, Caufield & Byers stated that we have globally reached an inflection point in Q4 2010―the global shipments of smartphones and tablets surpassed the global shipments of desktop and notebook PCs.

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CA and Nimsoft: How An Enterprise Software Vendor Can Succeed In Its Midmarket

Peter O'Neill

Before becoming an analyst serving technology marketers and focusing on the organization and automation of marketing processes, I (Peter O'Neill) had the more traditional orientation of covering a specific market — IT management software (ITMS) in my case.  I remember being engaged with several ITMS vendors in the last months of that previous life discussing the same thing: how to address other market segments.  Many of them selling in the enterprise segment tended to be tempted into what they call the "midmarket," which is companies with 500 to 999 employees and is perhaps more enterprise-like than small-business-like, so it seems like a safer bet. Forrester names this the "medium-large" segment in our data reports. Some were even ambitious enough to consider the SMB segment.

I was always pretty clear in my recommendations on how to market to the midmarket or SMB segments if you’re an established enterprise software vendor: Develop segment-specific solutions; use a different brand if possible; and know your channels well. None of these things are easy though and, to be honest, most enterprise vendors take the easy way out. They merely:

·          Design some cut-down version of their enterprise products

·          Tweak their pricing model  but then worry obsessively about “cannibalizing” enterprise sales

·          Go looking for channel partners  but usually end up with the same ones from their enterprise segment

For this reason, enterprise software vendors that have failed miserably to scale down their products or sales channels litter the tech industry. 

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European Online Retail : Adopt A Local Approach

Martin Gill

I have a great interest in history. I always have.

I grew up in the North of England very close to Hadrian’s Wall. In fact, the remains of the Vallum (the defensive ditch dug behind the wall to keep out marauding Pictish warbands) ran through the playing fields of my high school. I grew up wondering what far-flung Legionaries had stood on that wall on cold northern nights. Imperial citizens from Rome itself. Germanic mercenaries from the Rhine. Gaulish Auxiliaries from France. A constant reminder of the diversity of people, cultures, and beliefs that made up the Roman Empire.

So history has wound on, through war and peace, trade and intrigue, to bring us to 21st century Europe. We have a European Union. A single currency. We even have a flag. So Europe is well, Europe, right?

Erm…no.

If history has taught us one thing, it is that a massive diversity of language, currency, habits, attitudes, and beliefs thrives in Europe, and this directly affects the way in which Europeans (or rather British, German, French, Italian people, etc. -- because we are all different) use the Internet to shop. What they buy online, how they pay for it, how it’s delivered, and what their service expectations are, are to some extent shaped by the eCommerce offerings of retailers within their respective countries, but in a large part are led by national culture and behavioral norms.

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Want To Raise Your Net Promoter Score? Try Improving Your Customer Experience

Harley Manning

Many of our clients work at companies that use Net Promoter. I recently had dinner with two of them at Forrester’s Customer Experience Forum, 2011. Both are senior people at companies that have been recognized as customer experience leaders in their respective industries.

When a third guest (Forrester’s CEO) asked them why and how they use Net Promoter Score (NPS), they gave remarkably consistent answers. In brief, they use it as a simple, easy-to-understand metric — one number — for aligning the business. Its main appeal is that busy executives don’t need to spend hours studying tables and spreadsheets to get a sense of how their firms are doing. Similarly, frontline employees down to the lowest levels of the organization find that NPS makes intuitive sense.

But there’s a next big (and obvious) question for people like our dinner guests who work to improve the customer experience at their companies: Does improving customer experience raise NPS? Because let’s face it, if your firm ties its overall health back to NPS, then you better be able to connect the dots for what you do, or you won’t seem to matter.

We’ve been wondering about this issue ourselves. So much so that late last year when we ran the big consumer survey that drives our Customer Experience Index, we included the Net Promoter question for two of the 13 industries in our study: banks and retailers. We were looking for a correlation between how people rate the customer experience at a company they do business with and how likely they are to recommend that company to a friend or colleague.

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What The Online Sales Tax Debate Misses

Sucharita  Mulpuru

As the election year approaches, we can bet that the cries to impose tax on online retailers will get even more pronounced as politicians look for ways to close our budget deficit and make villains of small but seemingly rich segments that can afford to bear the burden (e.g., private jet owners, Amazon.com). While some journalists are framing companies like Amazon as enabling tax shirkers at the expense of impoverished local school districts, the reality is, the debate is really about big box retailers and physical stores fighting to stop the wallet share war that companies like Amazon are winning online. The NRF has been one of the biggest proponents of making web merchants collect taxes, and it's not surprising that its board is composed of many of the country's largest retailers. Some critical facts:

  • A significant portion of transactions online already collect sales tax because people purchase from online stores like BestBuy.com or Walmart.com, so the real amount that is being “lost” is less than the numbers being bandied around would have you believe, and not enough to make up anyone’s deficit, maybe a small city somewhere but probably not much more.
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The Data Digest: Online Shopping β€” Researching Versus Purchasing

Reineke Reitsma

Recently, my colleague Jackie Anderson published a report, Understanding Online Shopper Behaviors, US 2011, and she indicated that 2010 online retail spending in the US had reached $175.2 billion and will grow at double-digit rates at least for another few years.

But among all the items that can be purchased online, some are more popular than others. We have extracted the top three and bottom three items that consumers research online and purchase online based on data from our North American Technographics® Retail Online Survey, Q3 2010 (US). The data shows that while online consumers are generally comfortable with both researching and purchasing books, hotel reservations, and airline tickets online, they still prefer to purchase footwear, consumer electronics, and household products from traditional channels.
 

About one-third of US Internet users aren't shopping online yet. The majority of them do use the Internet to research products but don't feel comfortable making the purchases online. The biggest barrier people mention for not buying online is their need to see things in person.