Make Your Social Efforts Count With The POST Process

Erna Alfred Liousas

Marketers face continuous uphill battles when it comes to social media. Whether it’s an emerging social network, an algorithm change within an existing social network, or the technology that enables social across an enterprise, change is constant. And these changes don’t even account for behavioral changes among our prospects and customers. The situation will only become more challenging, so we urge marketers to embrace the POST process when developing marketing initiatives and to figure out where social can bolster your initiatives.   

POST — which stands for people, objectives, strategy, and technology — is a tried-and-true process to create relevant marketing initiatives. Don’t get lost in the chaos of constant changes in social media. Samantha Ngo and I have written a new report to reinforce the benefits of POST; it highlights how to think through the process and shares details and examples to help you develop social tactics that further your marketing efforts.  This report will help you:
 
  • Understand your customer’s view of social media before developing your marketing initiative
  • Define your marketing objective and its impact
  • Determine the best tactics to tie your audience and objective together
  • Find the right social technology to help you implement your cohesive strategy
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Will Dentsu Seize The Opportunity With Merkle?

Sarah Sikowitz

This post is co-authored by Shar VanBoskirk, VP and principal analyst at Forrester

On Monday, holding company Dentsu Aegis announced that it acquired a majority stake in Merkle, which is known for its CRM, data, and digital marketing capabilities. Logistically, this acquisition allows Merkle to increase its international presence, while beefing up Dentsu’s US coverage and allowing it to diversify outside of Japan. This acquisition is also important because Merkle was one of the last large independent agencies, which leaves slim pickings for marketers hoping to work with an agency not subject to holding-company rule (read: less autonomy, less entrepreneurial). 

Dentsu Aegis is not unique in its acquisition of a data/CRM agency. All of the other holding companies have them too (WPP has Wunderman, Publicis has Rosetta [now Razorfish Global], IPG has The Hacker Agency, Omnicom has Rapp and Targetbase). This is because “customer relationship management” has broadened beyond direct mail and email marketing to include loyalty initiatives, ownership experiences, data strategy/modeling and technology integration — critical data and insights solutions for holding companies to provide to their clients. 

With reported 2015 revenue at $436 million, Merkle will be Dentsu’s fourth-largest agency, behind Dentsu (the agency), Carat, and Isobar. With this move, we think that Dentsu’s should make CRM and data-driven marketing the centerpiece of its agency strategy — not just an additional services offering. 

This is a smart move, given that:

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Justify Social Spend With A Business Case For Marketing And Beyond

Samantha Ngo

It was social’s time, and the living was easy. For years, B2C marketers told us that they didn’t need to make a business case for their social investments because budgets were easy to come by; social was rapidly growing and brands clamored to be present on social networks. But a decade later, executive teams are demanding proof of social ROI. In fact, Forrester received 132 inquiries on the topic of measuring social’s success in the past year alone. Have your answers at the ready. Use a business case to proactively address management’s concerns by mapping how social technologies will usher value into your enterprise. To succeed:

  • Follow the POST process. You can’t build a business case without first understanding what social tactics will benefit the business. Complete the POST (people, objectives, strategy, and technology) process to determine your strategy and what it will add to your marketing goals. 
  • Outline the costs for the investment. Clients often assume their current organization can absorb social marketing’s investment but are then surprised by costs associated with time from internal teams (like legal and customer service) and agencies who need to contribute strategic thinking, process alignment, and content creation, as well as costs for the technologies that support social efforts.
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A Path Forward For Enterprise Marketing Technology

Joe Stanhope

I’m incredibly excited about this blog post!

First, this is my inaugural post since rejoining Forrester Research in May. I’m a boomerang in Forrester parlance — a former employee returning to the company — and it’s been wonderful to immerse myself in the marketing world and reconnect with so many clients, vendors, and colleagues. In the time since my first tour at Forrester, I’ve held several executive roles, spanning global marketing technology, adtech, and SaaS technology. One of the interesting aspects of being a boomerang is bringing my range of experiences back to Forrester, which I believe will make me a better analyst and resource for clients. I am partnering with my colleague Rusty Warner to cover enterprise marketing technology. It’s a big topic! By teaming up, Rusty and I are in a great position to maintain the Enterprise Marketing Technology playbook, extend coverage of marketing technology into new and expanded topics, and work closely with Forrester clients on a global basis. In particular, I’ll be focusing on the future state of marketing and advertising technologies.

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Who Am I Really Talking To On Social Media (And Do They Even Care)?

Jessica Liu

Don’t worry; you’re not the only one wondering.

Forrester’s POST methodology for social marketing success dictates four steps: 
1. People
2. Objective
3. Strategy
4. Technology

Often, marketers lead with T, but they need to start with P. The $64,000 question about People is not whether customers use social media, but rather if they want to engage with brands on social media at all, and if so, how. That’s right, the first and most important question is not whether your competitors are on social media or if the latest social network has the coolest ad format; it’s what your customers want from your brand. Marketers need to know this to guide how (or if) they add social to their overall marketing strategy.

As part of our new Social Marketing Playbook launch, the Landscape chapter explains how Forrester’s latest Social Technographics® model helps marketers answer:

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"Social Marketing" Strategies Are Holding You Back

Melissa Parrish

Social marketing is at a crossroads.

The explosive popularity of social media over the last decade led many B2C marketers to launch social programs, often without any strategy or even an understanding of what they hoped to accomplish. Since then, nearly all marketers have jumped on the social media bandwagon launching Instagram accounts and influencer programs, putting UGC on their websites, buying listening platforms and ads, and, yes, maintaining a Facebook page -- but many are struggling to articulate the value of all this “social.” What’s going wrong and where do marketers go from here?

In order for marketers to take back the reins on their social practices, they must realize two fundamental things:

First, that “social media” is not one single channel. It is a collection of technologies -- from social networks to blogs; ratings and reviews to full-blown communities; and everything in between -- that allow people to connect with each other, whether that’s friends connecting with friends, consumers connecting with brands, or employees connecting with each other.

And second, since it’s not a single channel that you can turn on and off with the flick of a switch, it’s not something for which you need a single dedicated strategy. Instead, you need a marketing strategy in which social tactics and technologies are employed and deployed where they’ll help you make the most progress toward your goals.

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Mobile Search: It's Different

Jennifer Wise

This post is co-authored by Julie A. Ask, VP and principal analyst at Forrester

Mobile search is essential. In fact, according to Forrester’s Mobile Audience Data, Q4 2015, 87% of US smartphone owners rely on browser-based search on mobile devices. And the data reveals that Google’s search engine is the most common path to a mobile site even for well-known brands such as Amazon, Walmart and Kmart.

As a top discovery resource, companies can’t afford to wait any longer to implement a mobile-first search strategies. The biggest seen mistake today? Either lacking a strategy completely, or treating mobile search the same way as desktop search. As Forrester Research’s Dr. James McQuivey says, “When businesses first adopt a technology, they do old things in new ways. When they internalize a technology, they begin to do new things.” Consumers use mobile phones very differently than they use desktop computers. So must Marketers.

Forrester conducted an in-depth analysis of how consumers use Google search on mobile versus desktop devices to parse-out how consumers use the two devices differently. Today, Forrester finds that consumers purchase a range of categories on their smartphones: insurance, travel, financial services products, and even pet food. For this research we focused on the travel category because consumers are so likely to research and book travel on mobile devices – Forrester’s Mobile Audience Online Survey, Q4 2015 reveals that 29% of mobile users have purchased hotel rooms and 22% an airline ticket on their smartphone.

To build on our Forrester insights, we looked at Google’s data and discovered that when it comes to mobile searching:

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Unilever Buys Dollar Shave Club: The End Of The Mass Marketing Era?

Jim Nail

When I read the news of Unilever buying Dollar Shave Club I couldn't help but think of an advisory session I did for a big CPG firm with colleagues Melissa Parrish and Brigitte Majewski a few months ago. One big topic of conversation was how to build a brand today in a media and marketing world that is so fragmented. We had used Dollar Shave Club as an example of how the rules have changed in the post-digital era.

And then I came across this post on the Stratechery blog that analyzes DSC and its disruptive strategy extraordinarily well.

I can't help but read from this the end of the mass marketing era whose rules P&G is rightly famous for codifying and rigorously training its brand managers in. My conclusions from this example include:

The end of product innovation. Really interesting story about how Gillette's 5-blade razor bombed. Basically, products reach a point of development that no further improvement is needed. Or at least the added cost of the innovative product didn't bring commensurate increase in performance to justify it. The model of continuous product innovation hit the wall -- certainly a product strategy driven out of a lab and corporate goal to merely increase price and profits hits the wall. DCS listened to customers and innovated not the product, but the pricing and distribution model to solve a different problem than delivering a "better" shave.

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A Verizon/Yahoo! Deal Could Usher In Customer-Obsessed Omnichannel Experiences

Shar VanBoskirk

Yahoo!'s assets are on the sales block. And of the several potentials in the final stages of the bidding process, Verizon is getting a lot of speculation, perhaps because many consider it unlikely that Verizon will/should take Yahoo! too after picking up that other Web fossil, AOL, one year ago.  

Here are my thoughts:

 

  • Verizon wants Yahoo to fill out its omni channel content and advertising play.  The more access to customer data it has (online through Yahoo and AOL, in home via cable boxes, on mobile via smart devices) the more targeted it can be with advertising and sponsored content or product placements across those same devices.  This allows Verizon to create better ad products which is competitive against primarily online giants (Google) and creates a better user experience which is competitive against other cable and telecom providers.
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After Brexit, Will Paris Become The New Startup Hub In Europe?

Thomas Husson

Paris will be the capital of technology innovation and startups for the next three days with more than 5,000 startups, 400 speakers, 30,000 attendees, and 100 top VCs attending Viva Technology Paris.

CEOs and CMOs of the largest French companies will attend and speak as well as Eric Schmidt from Alphabet/Google, John Chambers from Cisco, David Marcus and Sheryl Sandberg from Facebook, Tim Armstrong from AOL, Robin Li from Baidu, Yuanqing Yang from Lenovo, and many others.

Vendors will demonstrate lots of innovation, including Sony Playstation’s Virtual Reality, Tilt Brush and Jacquard by Google, and Facebook’s pop-up, not to mention numerous talks and roundtables on AR, VR, drones, robots, 3D printing, wearable tech, machine learning, and connected cities and homes.

Let’s face it: Until now, London was the primary digital hub attracting lots of startups, investor money, and digital talent. Following Brexit, Forrester expects digital and customer-facing talent to migrate out of the UK. Beyond company headquarters, there is a new competition between Paris, Berlin, Dublin, Amsterdam, and Barcelona, and many other cities to attract startups and R&D centers.

The timing is perfect for Viva Technology Paris to offer a unique opportunity to showcase France’s assets:

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