B2B Marketers Should Gate Later And Less To Improve Engagement And Success

Steven Casey

Today’s business marketers and their prospects are engaged in a frustrating content “dating” game. To get the content they want – and avoid the inevitable follow-up sales call or nurturing emails – more and more buyers are populating your gating forms with false, incomplete, or non-business information. They get the whitepaper, but all you get is another useless “lead.”

To assess the current state of content gating and uncover innovative solutions to this problem, we reviewed 35 B2B websites and interviewed 15 B2B marketing practitioners across four industries, the results of which are available in my latest report, entitled Unlock Content Gates To Support Self-Educating Buyers. Here are a few of the high points:

  • Gating practices vary across industries, but the pendulum is clearly swinging back to more open access. The early adopters of content marketing have learned the hard way that too many forms too early in the buyer’s journey do more harm than good.
  • Business marketers have reached a consensus on what content to gate and not gate. The dividing line is determined by the buyer’s need and purpose, whether they are in education mode or seriously evaluating your offering.
  • To improve the buyer’s experience, innovative marketers are experimenting with progressive profiling, personalizing content based on form data, augmenting minimalist forms with third-party data, and even profiling anonymous site visitors before they fill out a form.
Read more

Why Most Banks Should Not (Yet) Roll Out Bots

Peter Wannemacher

Companies of all stripes are getting bot happy, rolling out bots for third-party platforms like Facebook Messenger, Kik, WeChat, Slack, and more. Firms like Yahoo, H&M, KLM Airlines, and others use these chat bots — software built to simulate human conversation and to help consumers complete tasks — in an effort to better win, serve, and retain customers.

A few banking providers are beginning to dip their bank-shaped toes into the bot space: Capital One allows customers to take actions like paying bills via Alexa on Echo devices; Bank of America has announced plans to roll out a bot on Facebook Messenger; and numerous Chinese providers offer banking services via WeChat.

But while a few banks are in a position to experiment, digital business executives at most banks must decide whether to use precious resources to build or buy a chat bot offering. Forrester’s brand-new research report argues that most of these executives should hold off on launching chat bots for messaging platforms. This is because:

  • Today’s bots often lead to uneven — or worse — experiences for customers. In our research, we found many instances where a chat bot offered a quick and effective answer to a consumer’s question; however, about one-third of the time, existing chat bots either failed to complete the consumer’s request or provided a clunky, awkward experience.
Read more

Understanding The Global Digital Marketing Landscape

Brandon Verblow

Welcome to my blog!

I joined Forrester earlier this year as an associate forecast analyst on the ForecastView team, focusing on digital marketing (DM) topics. The ForecastView team’s goal is to answer the questions “How much?” and “When?” To this end, we publish five-year forecasts that provide forward-looking, quantitative guidance around the key issues that our research analysts are discussing as well as the important trends that Forrester’s Technographics® survey data reveals. To learn how our forecasts can help you with your investment decisions, see our ForecastView overview.

On the DM forecast team, we evaluate various facets of the digital marketing space, including online display, online video, social media, paid search, email marketing, mobile advertising, and ad tech.

Our latest report, the Forrester Readiness Index: Digital Marketing, 2016, touches on many of these areas. In it, we quantify the digital marketing readiness of 55 countries across six continents based on data collected for 23 variables — ranging from display, search, and social ad spending to per-capita online traffic and video consumption to penetration rates for PC, smartphone, internet, and broadband usage to GDP growth, number of businesses, and the percentage of businesses selling online. It provides one of the most comprehensive and digestible evaluations of the global digital marketing landscape available in one place.

Read more

Retailers Are Prioritizing The Wrong Digital Technologies In Brick And Mortar Stores

Lily Varon

Retailers are inundated with promising technologies to revolutionize the in-store shopping experience for consumers. The problem? Our research shows that most of these experiences today miss the mark and may actually make the customer experience more complex or confusing.  On the other hand, retailers are seeing significant, and measurable, value from technologies that directly improve store operations.

Forrester has published a two-part TechRadar™ defining the current state, business value, and long-term prospects for technologies in retail stores: one for those focusing specifically on customer experiences and the other on technologies focusing on operations. It’s still early days for both of these technology categories but we found that:

  • Operations technologies generally already offer significant business value to retailers. Of the 14 technologies we evaluated,nearly half are on track to provide significant business value for retailers. Retailers are finding that these technologies help their physical store teams and operations perform better and become more efficient by gleaning customer insights and spurring real-time action by store staff.
Read more

Mobile (Commerce) Executive Survey: Please take it!!! We'll Share The Results!

Julie Ask

Each year Forrester fields an Executive Survey to understand and benchmark enterprise mobile initiatives. This year, we are updating the survey to help business executives not only to benchmark and mature their approach to mobile but also to help them integrate mobile into their digital initiatives more  holistically. (A marketer’s version of this survey will be released later this year).

Creating a strategy and building an operation to use mobile to win, serve and retain your customers is a complex task. Integrating mobile into a broader corporate strategy is even more complex. The survey results will help firms understand what strategies, technologies and operational elements (e.g., organization, process, metrics, talent, etc.) should be in place given their goals for mobile. All answers will be treated anonymously and only used in aggregate.

For your efforts, we will share a free copy of the topline survey results.

Read more

Announcing Our Annual Benchmark On The State Of US Consumers And Technology In 2016

Gina Fleming

In 2016, consumers of all ages are extremely connected — the average US online adult uses more than four connected devices, three-quarters use a smartphone and more than half use a tablet. Forrester’s annual report on the State of Consumers and Technology: Benchmark 2016, US reveals the most important consumer technology trends that marketers need to know. This data-rich report is a graphical analysis of a range of topics about consumers and technology and serves as a benchmark for US consumers’ level of technology adoption, usage, and attitudes. Our annual benchmark report is based on Forrester's Technographics® online benchmark survey that we've been fielding since 1998. We analyze our findings through a generational lens, including Gen Z, Gen Y, Gen X, Younger Boomers, Older Boomers, and the Golden Generation.

What did we find this year? All generations use more devices this year than a year ago, but which devices they use depends heavily on age. For example, 84% of Gen Zers (ages 18-27) use a smartphone and laptop, but only 44% use a desktop computer and 49% use a tablet. Their older Millennial counterparts, Gen Yers (ages 28 -36), have higher incomes and in addition to using smartphones and tablets, two-thirds use a tablet. In contrast, three-quarters of the Golden Generation (ages 72+) uses a desktop computer, and only a third use a smartphone. 

Read more

Don’t Let That Social Post Pass You By

Jessica Liu

Social marketing often feels like running a race against an unlikely competitor: your own customers. In the social media world, consumer behaviors and technical functionality evolve so quickly that the minute you feel good about your social presence and perhaps have even pulled neck-and-neck with your customers’ social media behaviors, they surge ahead and leave you in the dust. What’s your technique to keep up with this superior runner in this course-shifting race? Do you have a methodical training approach before the big race or do you improvise after you push off from the starting block? Most runners will tell you that it’s preferable to be in the former camp and not the latter.

The pace of social technology change and the volume of short shelf-life content make social networks a real-time media channel. Yet, marketers have trouble managing social content at the speed that it demands. Unlike traditional media channels (TV, print, and even digital banner ads), “social media” and “we’ve got months to do this” are rarely uttered in the same breath. As part of our new Social Marketing Playbook launch, the Processes chapter gives marketers a structure for managing social content in real-time and striking a balance between inbound inquiries and outbound messaging. Marketers ultimately need:

Read more

Banks and Fintechs: Better together

Aurelie L'Hostis

Old met new in the world of retail banking on July 28, as BPCE, France’s second largest banking group, announced the acquisition of the German digital bank and fintech pioneer Fidor Bank.

Founded in 2009, Fidor Bank has built a community of 350,000 users across Germany and the UK, who are rewarded for offering peer-to-peer financial advice and invited to participate in the social co-creation of products and services. The startup has also developed a proprietary technology platform – the Fidor Operating System (fOS) – which enables open and fast API banking, offering its 120,000 customers access to a wide selection of services provided by other fintech partners.

The news about BPCE inking a deal with Fidor came as no surprise. As I discuss in a recent report, the digital banks which have proliferated over the past few years – competing to win customers by offering more compelling digital customer experiences than those offered by established banks – are struggling to acquire large numbers of customers and reach profitable scale. Why? They operate on narrow margins, can’t sustain large marketing campaigns, and create limited perceived added-value for customers.

Fidor has done well since its launch, hitting profitability for the first time in 2012. The startup however made the decision to shift its business model away from just direct-to-consumer offerings, and now white-label its technology to financial institutions. The telecom operator Telefónica in Germany recently partnered with the fintech to launch a mobile banking service for its customers.

Read more

CXDC 2016 Q&A with The Department of Veterans Affairs (VA)

Rick Parrish

CXDC 2016 is just around the corner, and we have an incredible agenda featuring 25+ Federal CX leaders and top Forrester analysts. 

I asked two of our speakers from the Department of Veterans Affairs (VA) – Sarah Brooks, Director, Insight & Design and Julia Kim, Chief of Staff, Veterans Experience – to chat about some of the ways VA is improving the customer experience (CX) for veterans.

Rick: The CX team at VA has been very busy! What two or three CX improvements over the past year are you most proud of? Why?

Sarah and Julia: It has been busy! Especially when we are trying to build the office while also doing the work. We are proud of many things (more than we can put into a blog post!), but here are a few things we’ll highlight:

  • Reframing the Disability Compensation and Pension application process from Veterans’ points of view. There were only five people in our office, and Secretary Bob asked us to look into this thing that he was getting a lot of calls and emails about. What we found is that VA is not managing our Veteran-facing touchpoints during this process – in fact, we have very few front stage touchpoints at all. We have done a lot of work to optimize the back stage (see figure 1). We were not thinking about how to help Veterans understand what was happening and why it was happening. This was our first exposure to what has become a recurring theme at VA.
Read more

Bringing Order To Chaos: Unraveling the Social Technology Web

Erna Alfred Liousas

Marketers have more choices then they really need when it comes to social marketing tools. Market fragmentation and consolidation, along with the internal organizational struggles we all face, make it a challenging time to be a marketer.

But don’t worry — we’re here to help! After analyzing the marketplace and interviewing 35 companies ranging from brands to agencies to vendors, my “Unraveling The Social Technology Web” report discusses:

  • The evolution of the social marketing technology landscape
  • Principles for determining if you truly need a particular technology
  • An overview of technologies that support specific social tactics across the customer life cycle

Our team will continue writing reports analyzing this space, so feel free to share the topics that interest you along with the challenges you face with social technologies.