Mobile Services - Failure To Focus On Customer Needs Will Result In a "Miss"

Julie Ask

I saw a story this morning on Mobile Commerce Daily: "Fontainbleau targets upscale, on-the-go consumers via mobile presence." I've been a guest at the hotel for the past day so I can't resist joining this conversation. I also happened to download this application while waiting in line for a smoothie at a restaurant yesterday -- between meetings, of course. Here's a quote from the article:

“Fontainebleau chose to launch this app to enhance the overall customer experience while giving them insight on the resort as well as the surrounding Miami Beach area,” said Philip Goldfarb, president and chief operating officer of Fontainebleau Miami Beach, Miami. “It is an extension of the brand’s commitment to providing its guests with the latest advances in the mobile marketplace.”

First, I'll offer -- I'm just a guest or customer here -- I haven't studied the business, but there are a few disconnects.  

Here's what is working well:

  • Fontainbleau does seem to have a tech-savvy customer base. As I walked through the pool area yesterday, I noticed quite a few iPads, Kindles, and smartphones -- guests definitely have their technology at the pool. And Wi-Fi works at the pool -- well done.
  • The application is promoted well. I noticed advertisements several places throughout the property. It uses a sweepstakes to promote the application with the prizes clearly listed.
  • Beautiful photographs -- this resort is amazing and is well represented by the media in the application.
  • There is a solid balance of content -- eat, shop, play, etc.
  • There was a lot of content re "what to do" nearby.
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Retailers Push The Envelope With Ratings & Reviews

Patti Freeman Evans

Forrester recently released a document entitled “Ratings & Reviews: Q1 2011 Snapshot.” In it, we discuss how eBusiness professionals continue to create value for customers via user-generated product review content.  The next evolution of ratings and reviews should prove to be:

  • More flexible, as a multidimensional approach takes over.
  • More exposed, as social networks connect brands and consumers.
  • More pervasive, as retailers use multiple touchpoints to create coordination and consistency.
  • More strategic, as the information derived from ratings and reviews is utilized across the organization.

Of course, this research document is meant to serve as a snapshot, meant to launch a dialogue about what is happening in the space. With that in mind, what are you seeing in the world of ratings and reviews that wasn’t mentioned here? How are those technologies helping eBusiness professionals succeed? And of what we did highlight in the report, what are some examples you have seen of those being used to their fullest effect?

Read the full report here, and then comment on this post.

Patti Freeman Evans

“EMEA Is A Complex And Variant Region: It Covers Both Poles And Speaks 200 Languages”

Peter O'Neill

This is Peter O'Neill (often the name is not displayed when you get a blog alert). I was in Austin, Texas, last week, meeting Dell executives at their 2011 Analyst Conference. We analysts always compare notes and discuss our impressions at these meetings and we were pretty unanimous this time about Dell’s consistency and clarity of message. Some of my illustrious research colleagues were quicker than I in documenting our impressions, so I’d refer you to Ray Wang’s comments. Colleague Roger Kay even got his blog into! My personal highlight was the fact that the whole event was introduced and moderated by Dell’s SVP and chief marketing officer, Karen Quintos. This is not a given at these events — often I get the impression that marketing is not really part of the vendor’s story or strategy at all. Karen even had a keynote presentation on her plans for the Dell brand and marketing initiatives in 2011 — I have never heard the word “brand” used so often by a tech vendor in the B2B context. Kudos to Karen.

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The Data Digest: Enterprises Also Dip Their Toes In Mobile Apps

Reineke Reitsma

During the past 24 months, the industry has seen an explosion of activity and development on the new generation of Android and Apple mobile phones and most recently tablets. In the report 'Mobile App Internet Recasts The Software And Services Landscape' Forrester estimates that the revenue from paid applications on smartphones and tablets was $2.2 billion worldwide for 2010.

With all this activity and excitement, enterprises are jumping on the app bandwagon to reach customers and bolster the brand. Forrester’s Forrsights Software Survey, Q4 2010 shows that IT is stepping up its mobile app plans. Forty-one percent of the 2,124 North American and European software decision-makers surveyed in October 2010 said that increasing the number of mobile applications for employees, customers, and business partners was a high or critical software priority:


However, this will not come easy to IT departments. One of the issues Forrester sees is support: Given the rate of innovation at both the application and device/operating system levels, IT likely has to support three to four releases per year. This rate of change will tax a whole range of IT processes from project management to release management and testing. IT organizations should look for external help to build a platform to support their companies’ mobile plans.

DSGI Know How. Do you?

Martin Gill

I’m intrigued by the recent launch of

I’ve known it was coming for a while, but now that it’s here it’s not quite what I expected. However in a way it’s actually a lot better. is, for want of a better description, the customer service portal for the DSGI chain of consumer electronics stores in the UK:, Currys, and PC World. These stores operate in a fiercely competitive but large and lucrative market in the UK and extend their reach into Europe through sister company Pixmania.  In recent years wallet share in the CE sector has been moving increasingly online, with brick-and-mortar stores facing the challenge of competing on price with their leaner, lower-cost online rivals. But despite this off-to-online swing, the group is reporting that Internet sales are down.

I was expecting KnowHow to be its revamped eCommerce operation, its response to lackluster digital sales. But interestingly it has done something different. It appears to be trying to step out of the race to the bottom from a price perspective and is positioning itself to begin to compete on a new axis. Service. An interesting play in what could be considered a commodity market.

However, when you learn that its multichannel sales are up 12%, this may not be such a strange move.

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Our Take: What e-Reward’s Acquisition Of Conversition Means For The Market Research Industry

Roxana Strohmenger

Late last night the market research vendor landscape became a little more consolidated with the announcement that e-Rewards reached an agreement to acquire Conversition Strategies. This is not the first, nor probably the last, move that e-Rewards will take in growing a versatile offering in the market research industry. In 2009, e-Rewards, acquired UK-based online panel provider Research Now, which allowed it to become an online panel provider with global reach. And in 2010 e-Rewards acquired Peanut Labs, which enhanced its panel by offering a social media specialty sample that is recruited and surveyed through social and gaming networks. The acquisition of the Conversition platform EvoListen will allow e-Rewards’ clients to listen and analyze, in a market researcher’s terms, what consumers are saying on social media.

 This announcement is significant for the market research industry because it:

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CORE Lessons From Best Buy, ING And IBM

Shar VanBoskirk

Last week I joined Matt Smith, VP of Marketing Services from Best Buy, Kim Verhaaf, director of Customer Intelligence at ING, and Matt Preschern, VP of Demand Programs for IBM, for a keynote panel: "Marketing Innovation in Action: How Being Adaptive Can Help You Innovate," at Unica's Marketing Innovation Summit.  To structure the panel, I introduced Forrester's CORE framework. If you're not yet familiar with CORE, its our mission that interactive marketers should adopt to help their firms adapt to the next digital decade. See a summary of the topic here or our research on The Future Of Interactive Marketing for a deep dive. 

Smith, Verhaaf and Preschern talked about the efforts they have underway to help their firms customize marketing experiences, optimize decisions and processes, respond to changing market conditions and empower employees and customers to advocate on your behalf. They raised some great points for interactive marketers to consider as they undertake CORE:

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The Root Of Most Customer Experience Problems

Kerry Bodine

I recently read a story about the butterflies in Zion National Park. Apparently, there aren’t as many of them as there used to be. And after decades of research, scientists have finally figured out why.

Zion National Park was developed in the early 1900s — and with that development came an influx of tourists. Scared off by human foot traffic, cougars retreated from certain areas of park. And with no natural predators, the deer population exploded. These cute (but ravenous) animals became unstoppable in their quest to devour everything in their path — including cottonwood tree saplings. And with fewer cottonwood trees reaching adolescence and maturity, the streambanks lost their primary source of erosion protection. Soil erosion made it difficult for wildflowers to bloom — and fewer wildflowers meant fewer butterflies.

Natural ecosystems, like the one in Zion National Park, comprise complex interdependent relationships that change over time.

A customer experience ecosystem is quite similar. It encompasses a complex set of relationships among a company’s employees, partners, and customers — and it’s these people’s decisions and actions that collectively determine the quality and characteristics of all customer interactions. 

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Join Forrester's Tweet Jam On CORE: May 10th At 2pm US Eastern

Melissa Parrish

Recently you’ve heard and seen a lot about a new concept — CORE — where we at Forrester think interactive marketing is heading. CORE is a four part concept that states that to compete in the digital future marketers must: 1) customize marketing experiences; 2) optimize decisions and processes; 3) respond to changing marketing conditions; and 4) empower staff and customers to advocate for you.

If you're interested in hearing about how you and your peers can move from one phase of CORE to the next, join me (@melissarparrish) and other interactive marketers on Twitter next Tuesday, May 10, at 2 p.m. US Eastern Time.  To participate, just follow the hashtag #IMChat.  Joining me will be Forrester analysts Shar Vanboskirk, Sean Corcoran (@SeanCor), and Elizabeth Shaw (@shaw_smith2) — and interactive marketers from FedEx who will tell us how they've implemented CORE.

Here are some of the questions we'll be discussing during next week’s TweetJam:

  1. After taking the CORE diagnostic test (included below), what surprised you?
  2. What one aspect of CORE is most urgent for you to prioritize?
  3. How do you think your industry or company type (B2B versus B2C) impacts your prioritization?
  4. How can you go about implementing CORE? How long will it take? Will you create an action plan first or dive right in?
  5. What does this mean for your current staffing? Will you need to find more talent or a new partner?
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Summarizing The TDMR Event: Very Exciting Methodologies, Great Case Studies, But How Can We Take It From Here?

Roxana Strohmenger

Earlier this week, I was in “tech geek” heaven because I had the opportunity to participate in IIR’s Technology Driven Market Research Event (TDMR) in Chicago. The purpose of the conference was to showcase how technology has generated new ways for market insights professionals to connect with and understand consumers. Over the course of the two days, the bulk of the presentations focused on two methodologies: social media market research and mobile research, with a smattering of additional presentations on neuroscience and gamification.

TDMR was a great conference. It brought together a core group of 200 market insights professionals who realize that although traditional research methods have their place, as an industry, we need to start understanding and experimenting with new methodologies. In addition, it highlighted how the industry needs to stop dumping data on our clients and instead deliver key insights, make recommendations, and present actionable next steps. These points were especially evident in Merrill Dubrow's high-energy presentation, which addressed how we are seeing an increased number of outsiders questioning how we do things and why we are so slow to innovate. As he stated — with even Glenn Frey’s song blasting in the background — the “heat is on” for the market research industry to change.

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