I became a LinkedIn member when it first arrived on the scene as an exclusive social network for business professionals. I recall all the buzz that was spreading throughout Silicon Valley about LinkedIn, and that one needed a special “invite” to become a member. Looking back, I remember how honored I felt to be “linkedin” by a fellow colleague — I was officially in the club! Over the years, I have watched the social network evolve into an effective recruitment platform (disclaimer: I got my analyst job thanks to a Forrester recruiter who found me on LinkedIn), then to a content publishing platform after it added Slideshare, a newsfeed and its popular influencer program.
Today, LinkedIn is attracting a plethora of B2B and B2C brands that are trying to build a presence in front of 300 million professionals. There are currently more than 3 million company pages on LinkedIn. All of this brand activity begs the question: What engagement rates are brands getting on LinkedIn? We looked at the top 50 global brands and their member interactions across a variety of social networks. We found that LinkedIn’s engagement rate was lower than other social networks that also have professional members:
Why does LinkedIn’s engagement rate lag behind the others? Members simply do not go to LinkedIn to interact with brands after they have purchased a brand’s product. Marketers understand this — only 5% use LinkedIn for a social relationship objective (e.g. drive customer loyalty, provide customer service).
No kidding. Isn't that marketing's job? To produce content? From advertising, to email, whitepapers, videos, blog posts, case studies, brochures . . . it's what marketing does, right? I'm surprised the result wasn't 100%. (I wonder what those 9% were doing instead?)
Hmm . . . sounds like a bad joke I used to tell about enterprise portals . . . except now it goes something like, "How is content marketing like teenage sex . . . ?" (You can look it up . . . )
American government is divided along liberal-conservative lines on just about everything. But the Supreme Court agreed that you can't search somebody's mobile phone without a warrant, and it wasn't a typical split decision -- it was unanimous. (The other big ruling today, on the controversial question of whether Aereo can sell you streaming access to your own TV channels, was 6 to 3 against Aereo).
Why? What is in your mobile phone?
Chief Justice John Roberts pointed out that they are "cameras, video players, Rolodexes, calendars, tape recorders, libraries, diaries, albums, televisions, maps, or newspapers." You might as well add alarm clocks, wallets, stethoscopes, and running coaches. There is literally nothing about you that your phone may not know at some point (your browsing history probably contains a lot of secrets you may want to hide from some people). If I had a choice, I'd rather have an invasive government search my house than my phone. (I wonder how many of them have phones under their robes.)
JetBlue built its brand on a new standard of in-flight customer experience when it launched in 1999. Guided by its brand North Star to “bring humanity back to air travel,” the fledgling airline offered beleaguered economy passengers better seats, better entertainment, better snacks, and an all-around better customer experience. JetBlue had the prescience to understand that customer experience is inextricably linked to brand experience.
Our TRUE brand compass research shows that JetBlue has established itself as a major airline brand with consumers but has not yet risen above the competitive pack. JetBlue ranks as a TRUE brand follower, alongside air transportation stalwarts like American Airlines and United Airlines. But will it rise to leader status? On the back of a couple of headline-grabbing passenger incidents, a recent USA Today article raised questions about whether this pioneer of a better airline customer experience has “Lost Its Heart.” For me, the question is not so much whether JetBlue has lost its heart but whether the brand has failed to keep pace with consumers’ rising expectations of brands. Does JetBlue still have the prescience to see what will build the airline brand of the future?
Only 20% of European customers trust their bank to treat them fairly and honestly, but with a lack credible banking alternatives it doesn't actually seem to matter. As most customers see it, they can either have a bank account, or they can not have a bank account. Account switching legislation in the UK perpetuates the problem, Henry Ford style: “you can have an account with any provider you want, sir…..as long as it’s a bank”. Our new report, “Disrupting Finance: Digital Money Managers”, profiles a series of disruptors offering your customers a third way. Here’s why we think you should be worried:
1. They offer aggregation. Digital money managers offer aggregation because they have to, of course, but in doing so they enable users to manage their finances independently of the firms they don’t trust. Users can pick and choose products from different providers then manage everything in one place - a sort of iTunes for financial services. There's clear disruptive potential here, particularly if an already proven price comparison site acquires a promising digital money manager, as we've already seen in the UK with MoneySuperMarket’s acquisition of OnTrees.
It’s no secret that UK banks were slow to take mobile banking seriously. The iPhone launched in 2007, and it wasn’t until 2010 that we had the first mobile banking app from NatWest. Barclays and HSBC, two of the biggest banks in Europe, let alone the UK, didn’t release apps until 2012. But our new report, 2014 UK Mobile Banking Functionality Benchmark, suggests all that is changing. UK banks now do well where it matters most to customers - across money movement, balance checking and transaction history search. Some of last year’s laggards have overtaken last year's leaders, and many UK banks now offer mobile sales functionality - ahead even of their peers internationally. Here’s the headline story:
Ever since Facebook CFO David Ebersman admitted last October that young teens were visiting the site slightly less frequently, most have accepted as fact that young people are fleeing Facebook en masse. Ivy League researchers have forecast that the service will be all but dead by 2017; President Obama recently claimed that young people “don’t use Facebook anymore”; and when comScore recently reported that fewer college students were using Facebook, media outlets ran stories on the “social platforms college kids now prefer.”
But if you take a closer look at the data it tells a very different story. Sure, many data sources show that Facebook’s usage among young people has declined slightly — but the drops are small, and the huge majority of this audience still uses the site. For instance, that comScore report only found a three-percentage-point drop in college-aged adults’ Facebook usage and reported that 89% of this audience still used Facebook — far more than used any other social site.
To investigate teens’ social behaviors further, we recently asked 4,517 US online youth (aged 12 to 17) not just whether they use social sites like Facebook, Instagram, Snapchat, and Tumblr — but if they use those sites “about once a day,” “at least a few times each day,” or even if they were on any of the sites “all the time.”
Internet giants like Alibaba and Tencent are aggressively promoting digital wallet usage via competing mobile apps for taxi-hailing. Alibaba has gone further and is cooperating with big brick-and-mortar shopping mall chains to promote mobile commerce via the Taobao and Alipay digital wallets, with the aim of boosting merchant adoption of its digital wallet solution.
In light of the emerging trend of digital wallets in China, my first Forrester report, Understanding Digital Wallet Options For Your Business In China, introduces the digital wallet solutions that the major players in the Chinese market provide, the typical usage scenarios, and merchants’ adoption strategies. Most of the digital wallet options offer abundant value-added services as a means of attracting consumers.
The following chart shows the digital wallet options that the major players provide in China. They fall into three types: remote-only, proximity-only, and omnichannel wallets. The latter incorporates the different types, provides the most value-added services, and integrates mobile commerce, payments, and financial management in a single mobile app — giving digital wallet players the most space to deliver their services and capture consumers.
There’s a good chance that you’re a Verizon customer. I am; I get my cable TV, Internet access, and home phone service from it.
All in all, there are 130 million of us Verizon customers — and that’s a daunting challenge for Verizon. How do you — how can you — create a high-quality, consistent customer experience for all those people when they’re buying and using such diverse products?
The answer: business process discipline. And that’s why we invited Nancy Clark to speak at Forrester’s Forum For Customer Experience Professionals East, 2014. Nancy is Verizon’s senior vice president, operational excellence, a business process maven, and the sharp point of the spear for the company’s customer experience improvement initiative.
Nancy was kind enough to answer a few of our questions about what she’s doing. Read on for insight into how Verizon rose in every category of our Customer Experience Index that it’s in this year.
Those of you who’ll be with us in New York on Tuesday, June 24, can hear even more from Nancy. I hope to see you there!
Q: When did your company first begin focusing on customer experience? Why?
A: Verizon’s history dates back more than a century in some parts of our business. Like all good companies, we’ve always had a philosophy of putting the customer first. At the heart of this is a shared credo — our aspirational statement about who we are as a company. It fits on one page, but the word “customer” appears 10 times, and the first line is, “We have work because our customers value what we do.”