Examine Mobile Pathways To Understand The Context Of Your Customers’ Mobile Moments

Nicole Dvorak

An alarm sounds. My phone is telling me to get up. I move through my morning routine; I check my email app, then my weather app. Finally, I get out of bed. As I walk to work, I browse the mobile Web for nearby bakeries. I need to order some cupcakes for my friend’s birthday party . . . tonight. I get side-tracked when I find a bakery that offers maple donuts – I love maple donuts. I suddenly remember that I’m tasked with bringing breakfast for our family Thanksgiving this year. I put a reminder on my calendar app.


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Privacy & Personalization: two globally important initiatives, one tremendous opportunity

Fatemeh Khatibloo

I'm just back from two weeks in Hong Kong, where I'd been invited to give a keynote at the 10th anniversary conference of the Business Information Industry Association. Since I was there, I took the time to meet with some fantastic Forrester clients in industries ranging from travel to insurance to retail to consulting. In nearly every discussion, whether I was speaking to a BT or a marketing exec, we eventually got to the topic of the "privacy-personalization paradox."

This is an issue I've explored extensively, and have written about before. It's a challenge that marketers in the US dabble with when they're considering investments in tools like retail beacons and cross-device identity resolution. But it was enlightening to hear about the challenges that firms in APAC face: antiquated privacy laws, a dearth of third-party consumer data, and even the incredible difficulty of compiling a single customer view across their own first party data. Interestingly, though, the solution in both markets is similar: preference management

I've just published a report about enterprise preference management, which Forrester defines as:

The business practice of systematically collecting, managing, and utilizing explicit customer preferences — about frequency, channel, content, interests, and intent — in outbound communications.

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Customer Experience Unifies With Brand Management In 2016

Michelle Moorehead

2016 marks the year that the CMO will take control of the customer experience — or risk facing significant coordination challenges (and potential headaches) with some other fledgling executive who sees the opportunity to own it.

Savvy CMOs will lead the charge to convert superior experiences to growth. This includes driving change above and below the visibility line: from aligning experiences with the brand promise to transforming operations to deliver high-value, personalized experiences.

Customers' expectations around personalization will continue to grow in 2016, but most companies still won’t be ready to truly deliver one-to-one experiences. That’s OK: Customers don’t necessarily need perfect personalization; they just want their needs to be met in a way that delights them. Smart companies will use batch processing and segmentation to “fake it ‘til they make it” in 2016, but they will increase internal capabilities for more robust future delivery.

Here are three things leading that CMOs will do in 2016:

  • Lead customer advocacy — or be led. Smart CMOs will use the extensive knowledge that they have of the customer to seize control of the customer experience and customer advocacy programs.
  • Prepare for experience-driven communications. Thanks to hyperadoption — the unprecedented uptake of new devices and services — your customers will soon own devices that enable significantly more engaging marketing experiences that transcend a single, static moment. Savvy CMOs in 2016 will recognize the fundamental interconnectedness of communications and begin to use design thinking to build differentiated brand experiences that link engagement across the full customer life cycle.
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B2B Marketing Technology's End Goal? Contextual Marketing!

Laura Ramos

I attended the "Galvanize" conference sponsored by Bulldog Solutions last week and had the pleasure of hearing Scott Brinker explore the changing landscape of marketing technology.  Investment in new marketing start ups and ideas is clearly at an all time high, as one look at the ChiefMarTec supergraphic will show. This is both good and bad for B2B marketers.  

Good: so many technology options make marketing an exciting place to work and to deliver more impact on the business.  Bad: wow, that's a lot of stuff to worry about investing in.

My colleague Rusty Warner recently published a report (subscription required) that can bring some clarity to B2B CMOs and marketing technologists thinking about technology investments as we move into 2016.

By breaking the marketing technology landscape into two basic categories -- systems of insight and systems of engagement -- the report both organizes an increasingly complex technology landscape and gives concrete examples of the types of solutions available to marketers today.

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The Enterprise Marketing Technology Landscape - Simplified

Rusty Warner

We’ve all seen comprehensive diagrams featuring hundreds of vendor logos across multiple marketing technology categories. So, when tasked with mapping the technologies required to deliver contextual marketing, I decided to simplify things. For more details, see my new report “Combine Systems Of Insight And Engagement For Contextual Marketing.”

Forrester has defined broad “systems of X” categories that include systems of record, design, operation/automation, insight, and engagement. The latter two lend themselves to the enterprise marketing technology landscape.

Real-time analytics and insights drive the contextual marketing engine (below), and these tools fit squarely into the systems of insight category. Customer data bases and big data repositories fuel the engine, and as customer behavior refreshes them frequently, they, too, are systems of insight (as opposed to more static systems of record).

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Alipay Tops Forrester’s Review Of Chinese Banks' Mobile Services

Xiaofeng Wang

Mobile banking is gaining momentum all over the world, and China is no exception. In August 2015, for the first time, Forrester evaluated the mobile banking offerings of five of China’s largest retail banks plus Alipay; we’ve just published the results in our 2015 China Mobile Banking Functionality Benchmark report.

To help mobile banking teams benchmark their mobile banking capabilities, identify critical mobile features, and plan for the future, we used our Mobile Banking Functionality Benchmark methodology to evaluate the mobile banking services of six of the largest retail banks in China, including five traditional banks — Agricultural Bank of China (ABC), Bank of China (BOC), China Construction Bank (CCB), China Merchants Bank (CMB), and Industrial and Commercial Bank of China (ICBC) — and one nontraditional bank: Alipay.

The Chinese mobile banking services we reviewed achieved an average score of 55 out of 100; while this is slightly better than banks in Singapore and the UK, many Chinese banks still lag behind their peers in Australia, Europe, and North America. The headlines:

  • Alipay outperforms the five traditional banks. Alipay started as a third-party online payment platform but now fulfills the same functions as a bank. The only nontraditional bank in our review, Alipay not only earned the best overall score of 67, but also scored highest in four of the seven categories in our benchmark: account and money management, transactional features, service features, and marketing and sales. Alipay excels with many mobile features that none of the major traditional banks currently provide. For example, it allows customers to easily find a past transaction using sorting, filtering, and natural language keyword search.
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Introducing Forrester's Digital Store Playbook

Adam Silverman

At Forrester's Digital Business Forum in Chicago today, we announced the launch of our brand new Digital Store Playbook. This playbook provides a structured framework to guide eBusiness professionals through digital store transformation – from creating a digital transformation vision to developing a digital store business case. 

As part of a much broader and highly digitally-influenced customer shopping journey, brick and mortar shopping is increasingly becoming a digitally enhanced experience. Retail stores that use digital technology to drive convenience, service and relevant personalized experiences for customers will succeed, while those who fail to make smart investments in technology that enhances the in-store experience risk losing market share to more customer-centric competitors. As such, it is imperative that retail eBusiness executives have the appropriate tools, knowledge, and cross-role alignment to operate a digital store platform that not only unlocks new sources of value for customers but also increases operational agility in service of customers. We crafted this playbook to address key elements of digital store success. The Digital Store Playbook will help you:

  • Discover the far-reaching impact of store digitization. Forrester’s Digital Store Playbook introduces the value of using digital technology to enhance the in-store experience for customers and associates alike. Along with outlining the benefits, we discuss the costs associated with digital store transformation.
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Digital Business Q&A with Liza Landsman, Jet.com

Martin Gill

Deliver exceptional digital experiences. It sounds easy enough, but to win in the age of the customer, businesses must realize that there is much at stake if they do not focus efforts on providing customers with a solid customer experience. Forrester even argues that, in the coming years, it’s the customer obsessed digital leaders who will push far ahead of their competition. But how can they get there?

To help digital leaders exceed the expectations of their empowered customers, Forrester has designed this week’s Digital Business Forum around how to build a strategy that works — now and in the future. Liza Landsman, executive vice president and chief customer officer of Jet.com will be on stage alongside Forrester analysts Stephen Powers, Adam Silverman and Alyson Clarke to share her experience in digital business transformation.

At Jet.com, Liza is responsible for producing a compelling end-to-end customer experience with the tools and technologies that drive growth. I’m happy to share the below Q&A session with Liza — I caught up with her in advance of her keynote, and she was kind enough to chat about digital strategy and customer behaviors, and the ways that Jet.com handles its competition.

Enjoy, and I hope to see you in Chicago today!

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It All Comes Back To The Basics

Rebecca McAdams

Last week, Sailthru held it’s annual Lift 2015 conference, where it debuted new product releases and enhancements, and delved into the strategies and tactics that leading digital marketers have employed with success to increase retention, decrease churn, and create lasting profitability. One-to-one personalization was a resounding theme throughout the conference, that hit on three critical components marketers should keep in mind:


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Join Forrester's 2015 China Social Marketing Online Survey

Xiaofeng Wang

Forrester’s 2015 online survey for social marketing in China is now open. If you’re a marketing leader who is involved in social marketing in China, please take this opportunity to provide your perspective.

Based on the survey results, we will update the Benchmarking Social Marketing Efforts In China report published in November 2013. The updated report will help marketers check if their social marketing efforts are keeping pace with those of their peers.

Why is your input important? This survey will help us:

  • Understand your key focuses in social marketing. Marketing leaders in China put a lot of faith in social marketing and adopt various social platforms and tactics. This data will help you benchmark your key focus for social marketing.
  • Outline your pain points in achieving your social marketing goals. Marketing leaders in China are increasingly investing in social media and expect positive returns, but face internal and external challenges to achieving their business goals.

We will use the results to help marketing leaders in China:

  • Understand key trends to prioritize social marketing efforts. We will highlight the most important social platforms and tactics that you need to focus on and help you prioritize your social marketing efforts effectively.
  • Overcome key social marketing challenges. We will analyze the main challenges that social marketers face in China and help you plan and evaluate your social marketing strategies better.
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