We are working on a new report on how to prepare a business case for investment projects around the six goals of sales enablement, including investments in technology — there is a massive opportunity to help salespeople through the use of data analytics and content presentation tools, especially around mobile devices. This report is actually being authored by my colleague Kate Leggett, our research coryphaei on CRM projects who usually serves Application Development & Delivery Professionals. I have asked her to focus this report on the needs of Sales Enablement Professionals: marketers or sales training executives who may see the need for these investments but, because they are the business professionals, do not always have a technology budget to spend.
Our buyer data certainly tells us that this is a priority. Investing in sales technology is now the No. 3 priority among businesses. The following survey data was published in another of Kate’s reports. When asked which departments or business groups their firm are focusing on the most when considering their software strategy and investments, the priority sequence was
Even when I was a kid, tuna noodle casserole was a bit outdated, a relic of the 1950s, when recipes on the side of a soup can were considered cuisine. But if your TV plan is heavily reliant on linear TV, it's a lot like that casserole: not appealing to younger viewers whose tastes are more diverse.
I certainly read a lot about how Millennials are leading the growth of streamed TV viewing, and I've seen the occasional stat to back it up. It certainly makes sense. But I decided to dig into Forrester's Consumer Technographics® data to flesh out the picture in this report which was just published: Making Sense of New Video Consumption Behavior.
No surprise; the numbers support the generally accepted wisdom of Millennials being the ones most eagerly adopting new ways to view favorite shows: 34% of Millennials (i.e., 18-to-34-year-olds) report watching 4 hours or more of TV online weekly versus only 12% of Gen Xers (ages 35 to 48) and Younger Boomers (ages 49 to 58). Not that Millennials have totally abandoned linear: 55% still watch 4+ hours weekly compared with 73% of the older segments. But clearly, their video diet is more diverse.
The report also confirms that clips and short form content are more popular on mobile devices than full-lengths shows.
So now we've confirmed what people have suspected all along . . .
Why is this report so important to marketing leaders in China right now? To reach China’s 670 million online consumers (a number that continues to grow rapidly) and engage with them, marketers in China need more digital marketing support from their agencies. As such, digital agencies play a more important role than ever, as they:
Manage a rapidly growing digital marketing budget. As online ad spending in China has almost doubled over the past two years, leading agencies in China are seeing an increasing shift of ad budgets from traditional media to digital — so these agencies must support more complex digital marketing plans and campaigns.
Expand to a broader spectrum of digital services. With the rapidly evolving digital landscape in China, digital agencies are constantly adding new digital services — including social marketing, mobile marketing, customer experience strategy, CRM, and eCommerce — that go far beyond web development and online advertising campaigns.
Last week, many of our customer experience (CX) analysts — including me and my colleague Maxie Schmidt — were glued to their computer screens, watching a presentation by a big bank. It had introduced a tool to capture and manage ideas from its employees on how to improve the customer experience. This presentation mattered to us because only 25% of CX professionals say their companies’ CX programs actually improve customer experience. Those who fail lack insight into the root causes of poor CX. And those root causes lie in the customer experience ecosystem. So while many companies have programs in place to mine voice of the customer, customer feedback alone is insufficient to get at root causes of bad CX because it penetrates only the top layers of the ecosystem.
This is why companies need to add voice of the employee. Think of your colleagues throughout the organization as canaries in coal mines. They can warn of potential experience issues before customers notice them, alert you to processes, policies, and technology systems that prevent them from providing a good customer experience, help understand how product-related activities that are behind the scenes — like pricing — affect customers, and highlight how the workplace culture affects employees' motivations and abilities to deliver the intended experience. Voice of your employees (VoE) is:
“Any feedback from employees or partners that pertains to their ability to deliver great customer experiences.”
Last week, many of our customer experience (CX) analysts — including me and my colleague Sam Stern—were glued to their computer screens, watching a presentation by a big bank. It had introduced a tool to capture and manage ideas from its employees on how to improve the customer experience. This presentation mattered to us because only 25% of CX professionals say their companies’ CX programs actually improve customer experience. Those who fail lack insight into the root causes of poor CX. And those root causes lie in the customer experience ecosystem. So while many companies have programs in place to mine voice of the customer, customer feedback alone is insufficient to get at root causes of bad CX because it penetrates only the top layers of the ecosystem.
In Asia Pacific, there is growing recognition that the old way of marketing — driving awareness through push advertising — has sputtered and slowed in the wake of media fragmentation and the disruptive power of digital. Marketers need a new framework to align their marketing decisions to the customer’s experiences with the brand to define customer engagement, budget allocation, and organizational skills.
However, many companies are still in the adolescent phase of social marketing; they have crested the initial wave of social likes and followers, but are now stuck on the next steps. Few have managed to crack the social marketing conundrum — that of showing meaningful return on their social marketing investments. Marketers need to understand and map the customer journey — from enabling discovery to supporting exploration, purchase, and engagement. Astute ones will map each stage of the customer life cycle to an objective from Forrester’s marketing RaDaR model. To create discovery, the objective should be reach. To support exploration, depth is the objective. To nurture engagement, focus on relationships.
Why is your input important? Through this survey, we will:
Understand your key challenges in digital marketing. Marketing leaders in China have larger digital marketing budgets — but they also bear more responsibility and face a more complicated digital marketing environment.
Outline your pain points in working with digital agencies. Marketing leaders in China have more digital agency options than ever before, but their expectations of digital agencies have changed along with their shifted responsibilities.
We will use the results to help marketing leaders in China:
Understand key trends to prioritize your digital marketing efforts. This data will help you benchmark your key focus for digital marketing in 2015.
Select the right digital agency to meet your most important needs. We will soon publish our first Forrester Wave™ evaluation of digital agencies in China, which will help marketers assess and select digital agency services. This data will help you customize the Wave to select the right digital agency to help you overcome your top digital challenges.
Windows 10 comes with holographic computing built into it. And to prove that it’s serious about holography, the company announced Microsoft HoloLens, a headset that lets people interact with holograms in the real world.
I know what you’re thinking. Microsoft has a credibility problem when it comes to launches of future tech. Remember that this is the company that tried to launch touch-based tablet computing in 2000. Microsoft launched a smartwatch years before anybody else that also came to naught. I’ll spare you a longer list of Microsoft’s mislaunches. It all adds up to a fair bit of earned skepticism. Surely Microsoft can’t be expected to create the computing interface that will do to graphical user interfaces what the mouse did to the text-based user interface.
Social listening is really cool. I think about it, talk about it, and care about it full-time. But I'm hyperaware that at most organizations, the impact of social data is...blah. Social data analyts have the data and the skill to answer some of the toughest questions that the business asks: "What do consumers want?" "How can we aquire more customers?" "Where can we cut costs?"
BUT, because their tools and strategic initatives relegate social to a function of customer service or PR, social analytics limps along, year after year, triaging crises, and pleading for money and influence in the organization, with limited success.
IN TRUTH, 2015 could be the year for listening technologies to become major marketing technologies. IF vendors can truly make legitimate integrations work, and can come up with real business metrics (read: not fan and follower, or even "engagement" counts). AND IF marketers can put serious strategy behind unpacking the insights that come out of social networks. But, nothing I've heard from either side of the aisle makes me think that we're going to see breakthrough in 2015.
Read "Listening Technologies Won't Become A Major Marketing Technology In 2015" report, tell me what you think in the comments or on Twitter. I'm @allsnsmth.
We’re now accepting entries for the 2015 Forrester Groundswell Awards. This is our chance to recognize the very best social marketing programs from the past year — and we’d love to give an award to you for your best work. You can enter here.
To get your creative juices flowing, I wanted to highlight one of my all-time favorite Forrester Groundswell Award winners: Analog Devices, our 2013 B2B Social Relationship Marketing award winner. Analog manufactures integrated circuits, and its EngineerZone community allows members to resolve challenges and questions by tapping into the collective “wisdom of the crowds.” The company’s technical community has a global membership that empowers each member to help or be helped from any part of the globe, making it an invaluable resource.
When they submitted their entry, Analog Devices shared the following results from a member feedback survey:
•Over 90% of respondents said the information was helpful to their design.
•76% were more likely to purchase ADI products knowing EngineerZone was available as a resource.
A true social relationship marketing strategy ensures that customers continue to have their needs met and receive tangible benefits even after the point of purchase. In doing so, customers are primed and ready to accept new information about products and services which can provide even more value.