What To Expect From Mobile World Congress 2016?

Thomas Husson

From February 22 to 25, Barcelona will be the center of the business world. Do not expect a specific industry focus but expect announcements impacting any industry: from payments to automotive. Why? Because “mobile is everything”.

 

 

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Introducing Forrester's Omnichannel Commerce Playbook

Brendan Witcher

Today we announce the launch of our brand new Omnichannel Commerce Playbook! In its many forms, omnichannel is quickly resetting customer expectations, and redefining what it means to deliver seamless, fully-integrated commerce across the enterprise. This playbook provides a structured framework to help eBusiness leaders strategically  plan, launch, and maintain omnichannel capabilities and services.   

Customers today forge paths to purchase that seamlessly cross channels, screens and stores.  For example, U.S. consumers in 2015 spent a whopping $1.5 trillion in-store that originally started or were influenced along the way by digital touchpoints. Retailers who offer omnichannel fulfillment are directly responding to customer expectations for this seamless experience. As such, services like ‘buy online, pick up in store’ and ‘ship-to-store’ drive store traffic and provide significant, measurable benefits to retailers and customers alike.

However, omnichannel commerce goes far beyond fulfillment; the full spectrum of omnichannel capabilities encompasses marketing, merchandising, and even customer service. This playbook helps eBusiness professionals analyze and deliver the omnichannel services that are right for their customers, including how to measure their impact and then optimize over time.

The Omnichannel Commerce Playbook will help you:

1. Analyze the business impact of omnichannel integration. Understanding how to identify and quantify the projected net value of omnichannel capabilities and services translates into a strong business case that drives an organization's overall omnichannel strategy and road map.

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Kick Up The Stakes For Your Sales Kickoff

Steven Wright

The first quarter of the year is that magical time for sales kickoffs. For this analyst, 2016 is the first in over 20 years when I haven’t been involved in one. My sigh of relief far outweighs any twinges of nostalgia. After all that time, some things about kickoffs are clear:

  • The more about products, the less sellers remember: This is a sales, not a marketing, event – the focus should be on how to sell to, engage with, and be obsessed by buyers.
  • One good customer story is worth more than most motivational speakers: Inspiring stories of overcoming obstacles are all well and good. One good customer presentation on why they bought and how the solution has helped them succeed is better and teaches something that all your sellers can use.
  • Learning to do something is always better than learning about something: Practicing a presentation, learning a whiteboard – anything that involves doing something and receiving feedback about it will have a much longer-lasting effect than passively listening to one more speaker.
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Ezubao Shutdown Challenges P2P Lending Companies In China, But Doesn't Spell The End

Zhi-Ying Ng

News of the shutdown of the P2P lending platform, Ezubao, following investigations by Chinese authorities have shocked the world. Small investors in China were allegedly scammed out of more than $7 billion in what is now called "a giant Ponzi scheme". 

But I wasn't very surprised by the news. As I mentioned in my report, P2P lending in China has reached a tipping point and there is a dark side to the industry as it continues to be fraught with fraud and embezzlement. Widespread fraud tarnishes the entire industry, damaging well-run marketplaces as well as immediate victims of fraud. Many P2P lending platforms with unsound business models have operated for years without any backlash, violating regulations with impunity. Some of these platforms used money from new investors to pay off existing investors—like what Ezubao did—or invested lenders' money in the volatile Chinese stock market. These unstable platforms were simply ticking time bombs.

However, the fall of one P2P lending platform does not signify the fall of the entire P2P lending industry in China. Instead, the shutdown of Ezubao:

  • Signals the Chinese government's resolve to enforce regulations. In late December 2015, the China Banking Regulatory Commission (CBRC) drafted new rules calling for closer supervision of the P2P lending sector. However, "law without enforcement is just good advice". Thus, there was a level of skepticism surrounding what impact these new rules would have on unlawful P2P lending companies. Therefore, the shutdown of Ezubao is significant in that it signals the regulator's resolve to enforce these rules, sending a strong message that violation of these regulations is a criminal activity and there will be consequences, which is positive for the industry.
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Real-World Feedback on Real-Time Interaction Management

Rusty Warner

Have you ever felt like this…

Our vendor has some great capabilities that we are not leveraging, but I would place the blame on us.

Well, you’re not alone. That’s actually a direct quote from one of the 74 customer references we surveyed for the Forrester Wave™: Real-Time Interaction Management, Q3 2015. In general, we found that most customers are deploying real-time capabilities across only a few channels today. The most prevalent real-time interaction management (RTIM) use cases? Web personalization and dynamic email content are well ahead of other deployments, in use by 62% and 60% of survey respondents, respectively.  Decision management for contact centers and eCommerce recommendations are next in line, but the former may not be connected to digital channels, and the latter may leverage its own set of tools. Real-time mobile app deployments are surprisingly few – 8th in our list of digital and off-line channels – but by far the highest number of respondents (49%) plan to add mobile capabilities.

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New for 2016: Introducing Forrester’s Digital Maturity Model 4.0

Martin Gill

For the past eight years, business leaders have used Forrester's eBusiness and digital marketing assessments to mature their firms toward excellence. In 2013, we introduced a comprehensive digital maturity model that consolidated our interactive marketing and eBusiness maturity models.Two years applying the model with clients have helped hone and focus it even further. Our latest report, the Digital Maturity Model 4.0 updates our 2014 digital maturity model into a single set of scoring criteria that today's cross-functional digital leaders can use to benchmark how well they use digital to drive competitive strategy, enable superior customer experiences, and create operational agility.

What’s new?

  • Digital maturity demands cross-functional collaboration. Digitally mature firms do so much more than deliver great technology. They understand that digital execution demands the right culture, organization, technology and insights. That’s why we define digital maturity across those four key dimensions. Our assessment outlines key best practices for how firms drive a digital culture, how they organize and resource digital teams, how they invest in technology and how they steer their strategy and execution with customer-driven insight.
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Data Digest: Just A Handful Of Apps Account For Nearly All App Time On Smartphones

Nicole Dvorak

Today, consumers spend most of their time on smartphones using apps - and just five apps account for 88% of the time they spend using downloaded apps. For the average US smartphone owner, those apps are Facebook, YouTube, Instagram, Gmail, and FB Messenger. And although smartphone owners use about 24 unique apps in a given month, the remaining 19 command just a small slice of users' time.

Nicole Dvorak is a data scientist serving all roles. Follow her on Twitter at @NicoleLDvorak.

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The Online Retail Market In India Will Reach $75 Billion By 2020

Satish Meena

The retail market in India is going through a very interesting phase. Online retailers are flush with funds and spending aggressively on acquiring customers and building infrastructure, while organized retailers are trying to come out of their “wait and see” mode before online sales start hurting them in categories other than music, books, and mobile phones. The Indian online retail market is the fastest-growing market in Asia Pacific, although it is still very small compared to China and Japan. According to the recently published Forrester Research Online Retail Forecast, 2015 To 2020 (Asia Pacific), we expect it to grow at a CAGR of 44% from 2015 to 2020 to reach $75 billion. We also predict that:

  • The influence of the Web on retail sales will increase. Less than 2% of total retail sales in India are online, but the Web’s influence is much bigger. Customers are using the Internet to research products (even when they are shopping in physical stores); to compare prices with online retailers; to check specifications; and to read user reviews. This is making the Web a powerful medium, one that organized retailers can’t ignore. As such, we expect to see organized retailers undertaking more online activities in 2016.
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2016 Mobile And App Marketing Trends

Thomas Husson

In November, Forrester released its mobile predictions for 2016, highlighting how mobile will act as a catalyst for business transformation and explaining why the battle for mobile moments will redefine the vendor landscape.

Let’s now take a closer look at how mobile will impact marketing in 2016.

A year ago, Forrester argued that most brands would underinvest in mobile in 2015. This is likely to remain the case this year, since too many marketers still have a narrow view of mobile as a “sub-digital” medium and channel. This is good news for the 20% of marketers who told us they have the budget they need and for the 33% who said they know how to measure mobile ROI. In 2016, this growing minority of leading marketers will start to fully integrate mobile into their marketing strategies. These mature mobile marketers will measure the impact of mobile across channels, see a clear opportunity to differentiate their brands, and increase their investments in mobile initiatives. Here’s what else we expect to happen:

  • Integrating mobile into your marketing strategy will become a key differentiator. While most brands are trying to mobilize their ads, few are going the extra mile: serving their customers in their mobile moments by transforming the entire customer experience. Only those that do go that extra mile will differentiate their brands via mobile. Leaders will also start measuring the impact of mobile on offline channels and will end up allocating up to 20% of their marketing budgets to mobile.
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...Where Angels Fear To Tread

Rusty Warner

We all know the opening part of Pope’s often-quoted adage. Certainly some acquisitions in the enterprise marketing technology arena are now looking like foolish decisions. In yesterday’s 2015 trading update, SDL announced it will sell multiple products that are “non-core to its future strategy,” including social intelligence, campaign management, and its Fredhopper eCommerce recommendation engine. SDL paid $110 million for the first two solutions when it completed its acquisition of Alterian in early 2012. The SDL announcement echoes Teradata’s similar announcement in November to sell its marketing application division. Teradata acquired Aprimo in late 2010 for $525 million, and then added smaller acquisitions of eCircle, Argyle Social, Ozone, Apoxxee, and FLXone – the last pick-up coming less than one month before the sell-off announcement.

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