It's Here! Forrester's Consumer Privacy Segmentation

Fatemeh Khatibloo

For over a year now, I and several colleagues on our Technographics and Data teams have been working on a completely new way to understand consumers' complex feelings about privacy and personal data. The effort was inspired by Forrester's brand mission to challenge thinking, and lead change. We've been researching consumer privacy for a while now, but we wanted to bring it to life, and to provide our clients a way to assess their own customers' privacy sensitivities in order to best understand how to apply the frameworks we've developed over time.

Dozens of hours of survey design and data analysis later, I'm incredibly proud to introduce Forrester's Consumer Privacy Segmentation. We've defined four distinct segments of consumers, based on their attitudes and behaviors surrounding personal data collection and use:

Gina Fleming, my co-author and our Manager of Data Science, will soon write a post about the tremendous work she and her team did to develop this segmentation, but for now, I thought I'd share a few of my own big "a-has!" from the study.

  • Privacy isn't binary, no matter how much pundits try to convince you it is. Individuals have a nuanced sense of privacy, and the degrees to which it matters in certain circumstances. Our willingness to share data with others -- from people to government to businesses -- isn't static, and our motivations to share information vary widely. That said...
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Marketers Take Note: Working With Publishers Produced Better Results

Susan Bidel

Jeff Bezos is a legendary innovator whose company, Amazon, is driving business transformation across industries. Clearly he’s not shy about challenging the status quo. In 2013 he invested a portion of his personal fortune in The Washington Post, a publisher of repute since 1877.

Though many feared he would interfere with the content, he hasn’t out of respect for the trained and talented Post editors and writers, as he explained recently, “This is a highly professionalized activity… We have people who have decades of experience doing it.”

One of the great innovators of our era respects experience and the quality content that experience produces. Why don’t marketers, who are professionals in their own right, extend the same respect to publishers? They used to. Back in the day, marketers and publishers worked together, and business for both was good.

The same can’t be said today. Now, marketers have become convinced that they must ignore their own history, experience, and skills, and, instead, pursue automation, scramble for scale, and buy inventory blindly on random sites without regard for context or quality. 

That strategy is not working out very well, according to Bob Liodice, president and chief executive officer of the Association of National Advertisers.  On October 19th he opened the association’s Masters of Marketing Conference by observing that marketers have lost control of their industry, which he characterized as “unproductive, unsustainable, and undesirable.”

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Do You Have A Digital Intelligence Strategy That Will Win?

Cinny Little

Your digital intelligence strategy and implementation is struggling to keep up with your device-hopping customers.  You’re trying.   And it’s difficult – so many obstacles.   But you face the Digital Dilemma, introduced by colleague Nigel Fenwick:  your customers’expectations of digital experience keep rising.  When any digital experience they have with you doesn’t meet their expectations, their perception of the value your firm provides falls … which leads to risk of customers taking their business elsewhere.  Ouch.   So, tackle the Digital Dilemma head on.  Focus your digital intelligence strategy like a laser on the customer experiences that matter most to your business outcomes.  How?  With an actionable digital intelligence strategic plan.  Here are 3 of the key components your strategic plan must include.

1.       Align the plan to the right metrics and KPIs.  The optimal approach is to align measurement with customer-focused KPIs that stakeholders are already measured on.  Simple, but not necessarily easy.  But this is how you get that laser focus on the experiences that matter most to outcomes.

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The Vanishing Dichotomy Between B2B and B2C Branding

Dipanjan Chatterjee

 How My Experience As A Decision Maker Formed My B2B Branding World View

Before I threw caution to the wind and launched myself with wild abandon into the world of branding, I had a normal life.  For a few years, I ran a retail business for a Berkshire Hathaway company (and since everyone asks, yes, I did meet and have dinner with Warren, although I suspect his recollection may not be as crisp as mine.) We manufactured and sold uniforms to government agencies: Police, fire, EMS, postal service, and others. As you'd expect, our customers were quite insistent that the fabric for the uniforms be made in the U.S. That is until budgets got slashed, and belts got tightened. Then the only thing that mattered was cost. So we were sent scampering to find the lowest-cost fabric and our global fabric sourcing program had to go from zero to sixty in a matter of months. 

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Alexa, What Should My Intelligent Agents Strategy Look Like?

Jennifer Wise

As packages continue to arrive from this year’s record-breaking Black Friday weekend, it’s no doubt you’re seeing Amazon packages complete with front-and-center ads for Amazon’s Echo and Dot devices. You may even be one of the reported millions that ordered one that weekend.

These are more than just devices — they are Alexa-enabled and are helping Alexa further integrate into consumers’ lives. And Alexa isn’t alone: from Alexa to Google Now to Microsoft’s Cortana to Apple’s Siri, we have a budding class of intelligent agents (IAs) on the rise. In 2015, 45% of US online adults used at least one.

As consumers, these purchases mean a new product or a holiday gift. As a marketer, these are part of the growing intelligent agent landscape that threatens your direct relationship with customers. How? As consumers fall in love with the customized, proactive utilities IAs provide, IAs will capture customer moments. The good news: If you work with them, you can gain valuable new customer access and insights. If you don’t, you risk losing your direct customer interactions to this powerful intermediary.

How do you land on the positive scenario? The answer isn’t “launch a [skill, card, whatever the agent-specific experience may be].” Don’t repeat the app mishaps we saw from brands launching an app whether it made strategic sense or not. Instead, determine the strength of your brand loyalty, digital commitment, and data insights to decide if launching your own IA strategy is feasible today — or if you should pursue a different type of IA strategy as outlined in this report.

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North American Life Insurers Are In Digital Denial

Ellen Carney

Are you feeling wistful about what online insurance experiences used to be?  Can’t remember how to get back to the Wayback Machine?  You can indulge that nostalgia by simply shopping online for life insurance.

 Beginning in Q3, we looked at 13 websites—ten carriers, two online agencies, and one aggregator—in the US and Canada to get a sense of how easy it was for someone who was interested in buying a basic term life policy to use digital channels learn about coverage options, get an estimate, find and connect with an agent or advisor, and apply (up to the binding process).[i]

What prompted us to explore the digital buying experience for American and Canadian life insurance shoppers?  Our data showed that when considering life insurance, shoppers:

  • Turn to personal connections. The financial dynamics of the family and social networks play an important role in the insurance research process, especially for younger buyers. Nearly 4 in 10 Americans said that they had used friends and family to research life insurance, while 13% of Canadians said that they had spoken with family or friends about the coverage.  These personal connections are manifest through comments like, “I bought my life insurance from Company X (or Agent Y). You should check them out”, whereupon the dutiful relation goes to the life insurer’ or agent’s website.
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How Can You Define The Right Social Approach And Tactics In Asia Pacific?

Xiaofeng Wang

Marketers in Asia Pacific are increasingly investing in social marketing — and they expect great returns on their investments. Our latest report tells how to Understand Social Consumers To Achieve Marketing Success In Asia Pacific and uses Forrester’s Social Technographics® model to better define the right social approach and tactics in the region in three steps:

  • First, study whether your audience uses social media to interact with brands. Based on social savvy, we categorize audiences into four groups: Social Stars, Social Savvies, Social Snackers, and Social Skippers.

Highlights: Metro Indian (Social Stars) and metro Chinese consumers (just three points shy of being Social Stars) are the most social-savvy and demand social interactions with brands.

  • Second, find the phase of the customer life cycle in which your audience uses social media. To succeed, focus your social strategies on the life cycle stages where your customers are most likely to use social tools: when discovering, exploring, buying, using, asking, or engaging.

Highlights: China and India are also the two markets where social commerce may have the best chance; each has an extremely high social buy score.

  • Third, see which social behaviors and sites your audience prefers. The Social Technographics Intensity Matrix reveals the social behaviors your customers engage in and the types of sites where they engage in those behaviors to decide your social tactics.
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The Hidden Power Of Mobile

Thomas Husson

Most marketers agree that mobile is a strategic priority. However, they fail to appreciate the true power of mobile: its ability to radically improve their entire marketing plan by linking consumer online and offline behaviors.

While consumers use mobile as a sixth sense to digitize the offline world, marketers still think of mobile as a subdigital channel.

Marketers must reconsider mobile’s role in their entire marketing plan. They should:

  • Link Mobile To Offline To Unlock Its Full Potential

To bridge digital and offline marketing, marketers must rethink the total impact of mobile ads, use mobile to augment traditional marketing campaigns, and apply mobile data to improve overall marketing effectiveness. Mobile data is the new customer gold mine, providing both personal data on individuals and the world they live in as well as contextual data combining offline and online behaviors in real time.

  • Start Measuring Offline Attribution Now

Marketers must put mobile at the heart of their identity resolution plan and work with data partners to make the most of emerging mobile offline attribution solutions. Given the importance of sales in physical stores, it matters to understand not just if mobile drives traffic to store but the extent to which it increases total sales.

Clients willing to know more, “The Hidden Power of Mobile” Report is available here.

According to Forrester’s mobile maturity framework, less than 20% of brands leverage mobile to transform the entire offline experience. If you want to benchmark your own mobile maturity, take about 20 minutes to answer our questionnaire. We will share back with you the aggregated topline results.

AT&T DirectTV Now - The Cord Never-Ever Package

Jim Nail

 I'm in NY today at the launch of DirectTV Now -- AT&T's new video streaming service. The key points are:

  • Live TV plus on-demand streaming
  • Packages starting at 60 channels for $35 per month up to 120 channels for $70 -- with a special deal to get the 100 channel package (normally $60) for $35, for as long as you remain a customer 
  • The channel line up is all the good stuff -- not padded with niche channels nobody ever watches.
  • The catches: No CBS or Showtime yet -- though they are working on it. No NFL Sunday Ticket, but they're working on it.
  • Extensive distribution through all AT&T outlets and resellers, plus deals with Amazon and Apple TV. 
  • A special AT&T exclusive deal with Taylor Swift for original video.
  • Their focus is the 20 million people not already in the pay-TV ecosystem: people who couldn't pass a credit check to get satellite DirectTV and apartment/MDU dwellers.
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How To Get Resources For Digital Intelligence

Cinny Little

Congrats.  You, like digital customer insights pros in many firms, continue to advance your ability to provide insights about your customers’ digital behavior.  However, you’re leaving money on the table. Too many digital analytics teams still operate in separate silos aligned with the firm’s channels and org chart, which means that you're not keeping up with today's device-hopping customers. You need to invest in changes that measure customers wherever they actually are, which is across all of your digital touchpoints. And to do that, you need an effective business case. 

A business case is not a blah, blah, blah checklist item.  No matter what your firm’s processes may be for budget requests, headcount requisition, or procurement, you need a management tool that tells the story of the business value you’ll deliver with the investment you’re requesting.   And that tool is a business case.  We’ve done the work to help you pull together an effective one. See the bottom of this post for a summary of the key elements you'll need.

Here’s where you’re heading with your business case.  Your analytics must mature to become what Forrester calls “digital intelligence” - a holistic view of your customers that drives continuous optimization of the digital customer experiences that matter most to business outcomes.   This integrated approach to your data and analytics technologies and practices reaps value such as growing sales by connecting customer data that lets you see across formerly siloed product lines or channels.  Visibility across channels enables insights that can drive improvement in holistic business metrics that matter, such as churn, lifetime value, customer satisfaction, efficiency.  Your business case will outline that holistic story.

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