Do People Complain More On Twitter Or On Facebook?

Nate Elliott

In researching our recent report on Google Plus, I asked social listening and intelligence provider Converseon for some help. They agreed to review more than 2,500 direct user interactions with 20 leading brands on Facebook, Twitter, and Google Plus. (They tracked only direct user interactions, meaning posts directly onto brands' Facebook or Google Plus pages, comments on brands' Facebook or Google Plus posts, and @mentions of brands on Twitter. The brands were selected from among Interbrand's list of top global brands.) The goal? To determine whether those user interactions were mostly positive or mostly negative and to see whether the sentiment of user interactions varied by site.

In the end, that research didn't make it into the final report — but I thought you might like to see the data anyway, and the folks at Converseon agreed to let me share the results.

We expected there might be big differences in the tone of users' interactions with brands on each site. But it turns out about one-half of user interaction on each site was positive. And as for the question in the title of this blog post ("Do people complain more on Twitter or on Facebook?") — exactly one-fifth of user interaction on both Facebook and Twitter was negative.

Sentiment of user interactions with brands on Facebook, Google Plus, and Twitter

Thanks again to Converseon for pulling this data and allowing us to share it here.

Retailers Have Beacon Fever

Adam Silverman

There is no hotter topic in retail today than beacons. These small objects which transmit location information to smartphones based on Bluetooth Low Energy have transformed our retail imagination, conjuring up visions of continuous offers being showered onto customers as they walk the aisles of their favorite grocery store.  The reality is more subdued.  We are still very early in the development of location strategies that leverage beacons and the iBeacon protocol, and retailers need to solve for a variety of challenges such as customer privacy, beacon maintenance, connectivity, and campaign management.

In a recent report titled “The Emergence of Beacons In Retail”, my team digs into this emerging location technology and tackles important topics, including:

  • Beacons require the right combination of hardware and software.  BLE is required as beacons leverage the Bluetooth hardware found on most new smartphones. A mobile app is also required to interface with the beacons, transmitting the location information provided by the beacon to a server, and then receiving the appropriate content back from the server to display on the customer’s mobile device.
  • Beacons enable rich experiences beyond offers.  We all enjoy saving money, and pushing offers to us via beacons will be a popular use case. However it is possible to offer a deeper level of engagement. Based on location, retailers can allow the ability to unlock dressing rooms, authenticate a mobile payment, or provide enhanced service such as preparing your favorite latte as you enter your local coffee shop.
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You Have A Mobile Banking Strategy: Now What? (Discussion Of The Obstacles To Mobile Banking Execution Success)

Peter Wannemacher

For digital teams at banks and credit unions, building a mobile strategy to win, serve, and retain customers is a major undertaking. But even after executive leaders approve a mobile strategy — after the congratulations, confetti, and champagne fade away — digital teams at banks face the challenge of executing on that strategy. The latest chapter in Forrester's Mobile Banking Strategy Playbook outlines how digital business leaders at banks can meet customer needs and business objectives with a mobile banking road map

Our report lays out many commonly-encountered obstacles to mobile banking execution success and how digital teams can overcome these obstacles. Here are a few of the areas the report looks at:

  • Overly ambiguous — or nonexistent — business goals. Clearly articulated business goals should be part of a bank's mobile strategy. But a successful road map also lays out the business objectives and records specific goals for each initiative. As one eBusiness executive at a bank told us, "We literally have a section we call 'What's in it for us?' and we use sticky notes to write out what we think we can gain from each action."
  • Legacy systems and back-end integration. Technology may well be the largest obstacle to executing a mobile banking strategy — especially for larger, traditional banks. As such, successful mobile road maps need to outline how initiatives will plug into existing or soon-to-come platforms and systems.
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Q&A With Jeannine Rossignol, Vice President, Marketing Services, Xerox

Melissa Parrish

Marketers have paid lip service to customer-centric marketing for a long time. But consumers and business buyers have flipped the conversation from "Oh, they think they know me" to "They better know me, or I'll find someone who does." For brands to be truly competitive in the Age of the Customer, companies must become customer obsessed – or risk losing market share to the competition. 

At Forrester’s Forum For Marketing Leaders next week, Forrester analysts and industry speakers will address why marketers must go 'beyond the campaign', to deliver real-time customer value. We'll hear from Jeannine Rossignol, Vice President of Marketing Services at Xerox, who will discuss Xerox’s Get Optimistic initiative. Designed to engage buyers by talking about what they care about (hint: it’s not your brand!), the initiative feeds self-interest with highly relevant, customer-centric content.

In the run-up to Forum, I posed a few questions to Jeannine. Here's a sneak peak of what's to come next week.

Q: B2B marketers aren't typically known for being customer-centric. What was the biggest barrier you faced as you attempted to pivot?

Barriers are just opportunities in disguise (I am an optimist, after all). How you view them can make all the difference in whether you can overcome them or not. Businesses today face unprecedented choice on a daily basis – and to stand out among their options, we can’t just say we’re customer-centric; we have to make them believe it. And for most of us that requires a complete mindset change.

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I Created A Message Framework On The Way To The Sales Enablement Forum

Peter O'Neill

Peter O'Neill here, now back in my home office after our successful  Sales Enablement Forum in Scottsdale, Arizona.  First, I must be totally honest with you, and selfish, my absolute highlight at the event was the day before when eight clients played golf with us on the famous TPC Stadium Course, which was where our event hotel was situated.

But the event itself was also quite spectacular for me.  I led a breakout track where we focused on how to create the right message for the target buyers you have in mind with your marketing and sales efforts. I had a great keynote speaker in Eduardo Conrado, from Motorola Solutions and I had my illustrious analyst-colleagues Laura Ramos and Sheryl Pattek as further guest speakers in the track to present other best practice examples.

Laura and Sheryl had also helped me to prepare for my own presentation which revolved around proposing a Message Framework and was based on the following agenda:

Ø  Buyer Expectations Are Different In The Age Of The Customer 

Ø  You Need One Consistent Message In Marketing Content And Sales Conversations

Ø  Your Message Must Stick In All The Right Places At The Right Times

Ø  So Pour The Message Into A Content Portfolio

Ø  Use Forrester’s Message Framework To Tune Or Rebuild Your Portfolio.

 

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Highlights, Day 1, ANA Media Leadership Conference

Jim Nail

This year, the Association of National Advertisers is focusing on some really big issues facing the media business. ANA President Bob Liodice's keynote framed them:

  • Measurement: Better measurement can help marketers make better decisions, and it is time for the industry to convene a central body to guide the measurement discussion.
  • Piracy, fraud, and viewability: These issues have led to the erosion of the value of digital media. Marketers, agencies, and publishers must take notice and address these problems.
  • Media transparency: ANA members have told the organization of their concerns about agency trading desks, rebates from media companies to agencies, and programmatic buying. The question is: are agencies and media companies hiding information from marketers, or is this just representative of the new media environment we are living in?
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FT Digital Media: Anguish Over Products

Ryan Skinner

Two ways media’s changing now, and two ways it’s going to change:

The FT Digital event in London last week pulled together some of the cream of the European media world. The big conclusion they were made privy to?

The media world will soon discover exactly how many ways you can skin a cat.

The old-fashioned way for media brands to skin a cat – make the content and license rights to distribute it, or advertise next to it – doesn’t work anymore as a standalone product. As a result, the business model experimentation we’ve seen so far in the media world is turning into business model explosion. Evidence: Half of the speakers and attendees at this media event wouldn’t have been at a media event at all only three or four years ago. Facebook. Shazam. BuzzFeed. And tech VCs, for example.

Two pieces of news exemplified changes taking place right now:
One, Facebook’s acquisition of Oculus (a virtual reality gaming device) forced discussion toward the value of a platform – the device is only as valuable as the community of developers creating remarkable content for it; tech and media companies alike need to take a platform approach to their assets.

Second, The New York Times’ launching of NYT Now – a premium version of the Times exclusively for smartphones – showed how media companies are bending themselves backward to divorce (call it “conscious uncoupling” if you will) resources from revenue. The mobile app will take a Facebook-like approach to making money by allowing advertisers to publish sponsored content in-feed.

And two discussions painted a picture of media’s future:

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Take Your eCommerce Business Global With Our New Playbook

Zia Daniell Wigder

eCommerce revenues are soaring around the globe. This year, the US, Western Europe, and China alone will generate over $800 billion in online retail sales. Growth rates, too, remain staggering in many countries: China’s massive online retail market will more than double between 2013 and 2018, as will Brazil’s. India’s much smaller market will grow by eight-fold during this timeframe.

However, a litany of businesses have failed as they attempted to tap into shoppers outside of their home markets, with many large US and European brands factoring prominently on the list of casualties. eCommerce is no exception: Numerous eCommerce businesses have taken the plunge into new markets, only to find their offerings didn’t resonate with local consumers or they were outsmarted by much savvier local rivals.

What separates successful global eCommerce businesses from their counterparts? Which tactics have proven particularly effective for brands aiming to extend their reach into new markets? What are some of the most common challenges businesses tend to encounter? Our newly published eCommerce globalization playbook helps brands through the thorny process of global expansion. Clients can read our playbook for insights on how to:

Discover and quantify international revenue opportunities. Our playbook includes reports outlining the global opportunity and identifying how eCommerce markets typically develop with time. Our online retail forecasts for the US and Canada, Western Europe, Asia Pacific, and Latin America provide a quantitative look at market sizes and eCommerce trends in these regions.

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Why Every Marketer Should Use Google Plus

Nate Elliott

Recently the New York Times called Google Plus a ‘ghost town,’ and most marketers agree. I understand why. Even if you believe Google’s own user count (many don’t), Google Plus has only one-quarter as many global users as Facebook. Nielsen says that while Facebook users spend more than six hours per month on site, Plus users spend only seven minutes per month on site. Put simply, Google Plus isn’t the Facebook killer some hoped it would be.

But that doesn’t mean marketers should ignore Plus. Far from it: I believe every marketer should use Google Plus.

Why?

First, Google Plus has more users than you think. Yes, it pales in comparison to Facebook — but so do most other social sites. Rather than trust Google’s own user data, we decided to run our own survey. We asked more than 60,000 US online adults which social sites they used — and 22% told us they visited Google Plus each month. That’s the same number who told us they use Twitter, and more than told us they use LinkedIn, Pinterest, or Instagram. That means you can build a real follower base on Google Plus: On average, top brands have collected 90% as many fans on Plus as on Twitter. (In fact, the brands we studied have more followers on Google Plus than on YouTube, Pinterest and Instagram combined.)

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Mind-Blowing Mobile Exit Events CONTINUE!

Julie Ask

My colleague Thomas Husson and I put together our 2014 mobile predictions. (See Report) One of the key predictions is:

 

Mobile will sit at the epicenter of mind-blowing exit events. The kernels of activity we saw in 2013 around mobile transactions will explode in 2014.
Those media companies that can't build audiences fast enough to capture spend of the Global 1000 will also look to acquisitions (think $3 billion for Snapchat).
What is mind-blowing is that neither Snapchat nor Instagram had a revenue stream when the bid or acquisition was announced.
In 2014, mobile companies with real revenue streams will go public. King.com (Candy Crush Saga) filed for an IPO with an estimated valuation of $1 billion based
on generating a couple of million dollars a day in revenue. What does King.com do? It monetizes mobile moments by taking advantage of the consumer's addiction to competition.

Mobile is moving so fast that that number is already dated. King started trading publicly on the NYSE Wednesday and part of the release was $1.9B in reported revenue in 2013 - way more than reported 8 months ago.

What happened this week?

1) Intel completed its acquisition of Basis Science - a wearable device - for a reported $100M to $150M. (See TechCrunch, VentureBeat)

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