EUROPEAN SOCIAL MEDIA MARKETING SPENDING IN GOOD SHAPE, UPCOMING LEGISLATION THE MAJOR INHIBITOR

Anthony Mullen

Guest Post by Researcher James McDavid:

In my new report, "Western European Social Media Marketing Forecast, 2012 To 2017," I'm exploring some of the drivers and inhibitors that will impact social media marketing spending in Europe over the next 5 years. From growing adoption amongst consumers and ever more devices integrating with social networks, to the uncertainty ushered in by the coming European data privacy legislation, I'll look at how these factors will influence the willingness of marketers to spend on social media marketing. 

The good news is despite the economic headwinds across Europe, spending on social media marketing is still forecast to rise ― from €1.4 billion in 2012 to reach €3.2 billion in 2017, reflecting a 17.6% compound annual growth rate (CAGR). As social media marketing in Europe heads towards maturity, the pace of growth slows somewhat but the trend continues upwards. We're also forecasting the percentage of online users who are present on social networks in Europe to continue to rise, from 63% in 2013 to more than 70% by 2017, so if you thought social had already reached a point of saturation, think again. 

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Introducing the Mobile Mind Shift Index (May 1 Webinar)

Josh Bernoff

We are in the midst of a mobile mind shift. This is not just about "mobile first" or apps. This is a complete change in the psychology of consumers.

In a change in behavior that can only be called Pavlovian, people with smart mobile devices request information and receive service. What's the weather? That's the weather. Where's the nearest Gelato shop? There it is. Does this laptop have good ratings? Sure it does. What are my friends up to on Facebook? Each request cements the idea that smartphone has everything you need. As a result, consumer start by requesting, then expecting, and then demanding that companies give them instant service. This is the mobile mind shift:

The expectation that any desired information or service is available, on any appropriate device, in context, at your moment of need.

But how far along are people on this shift? Have your customers made the shift? How many of them are demanding mobile utility?

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The Marketer Diaries - What I Learned From The 2013 Forrester Marketing Leadership Forum

Kim Celestre

I am probably one of the few individuals who lives in the San Francisco Bay Area and only heads to Los Angeles during Forrester's annual Marketing Leadership Forum.  I recently had the opportunity to visit Los Angeles for the second time and, just like last year,  did not venture too far from my hotel.  I have yet to experience the true LA "scene" or even get a glimpse of an actor, musician or sports star!  But the highlight of my annual trip to LA is having the opportunity to completely immerse myself in various discussions with fellow marketers (yes, I still consider myself a marketer at heart!).  Who needs to see Ozzy Osbourne's Jessica Simpson's mansion in Beverly Hills when  I get to mingle with the real "stars" who are the clients,  attendees, vendors and Forrester employees who participate in the Marketing Leadership Forum with such passion?

 

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The End Of The Revolution, The Beginning Of A Better Way

James McQuivey

As I write this, I am sitting in Boston’s Logan airport surrounded by healthy- but somber-looking people clad in the yellow and blue of the official jersey of the Boston Marathon. Some are wearing their medals, some are walking with a bit of a limp. All of them are on the phone with their loved ones, telling their stories of survival. I was not one of them, I wasn’t even down in the city – my favorite place to watch the historic marathon is at the 25 kilometer mark, miles away from the explosions. But I feel for them, I feel with them, and for a brief moment, we are all brothers and sisters. With each phone call, text, email, or tweet from friends and associates from around the world – especially those from Madrid and London who feel this solidarity especially deeply – I am reminded that we are better than this, we will be better than this.

How will we be better than this? In the days and months to come we will do what the best of us always do, we will support each other and work to build a better society than the one that permitted this. But what about the long run? Given my role – I am not a first responder, I was not on the front lines, the best I could do was offer my house to marathon-running friends as a place to regroup, refuel, and just be surrounded by good feelings for a while before beginning a long drive home – I am best able to help in the long run rather than the short run.

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The AppGratis Controversy And The Mobile App Discovery & Promotion

Thomas Husson

AppGratis is a French app promotion and discovery platform startup that was recently ejected from the App Store on the grounds that it violated Apple’s developer T&Cs. Back in September 2012, Apple tweaked its developer guidelines, adding a clause that states: “Apps that display Apps other than your own for purchase or promotion in a manner similar to or confusing with the App Store will be rejected.”

Simon Dawlat, the CEO of AppGratis, shares his vision in great detail here and explains why he thinks the ban is totally unfair. Even France’s digital industry minister, Fleur Pellerin, has spoken up in support of AppGratis, describing Apple’s actions as ”extremely brutal, unilateral, and without explanation,” and calling on Cupertino to “behave ethically.“ Natasha Lomas at TechCrunch fairly and exhaustively summarizes the whole story here.

Without going into the legal details here, one may argue that there is a blurring of the line between app discovery and app promotion. I personally viewed AppGratis as a traffic booster based on curated app discovery experiences. I think it definitely helped gain some initial visibility in app stores, but I think app developers and publishers still needed to measure the customer lifetime value and make sure their audiences would stay engaged.

Anyway, the AppGratis controversy highlights the growing dependency from publishers and developers to Apple and Google in the app economy.

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Why Google - Not Facebook - Will Build The Database Of Affinity

Nate Elliott

Recently we described an idea called the database of affinity: A catalogue of people’s tastes and preferences collected by observing their social behaviors on sites like Facebook and Twitter. Why are we so excited about this idea? Because if Facebook or Twitter or some other company can effectively harness the data from all the likes and shares and votes and reviews they record, they could bring untold rigor, discipline, and success to brand advertising.

But exploiting the database of affinity won’t be easy. Any company hoping to turn affinity data into something marketers can use will need three things:

  1. Lots of affinity data from lots of sources. The raw data required to build a functional database of affinity doesn’t live in just one place. Facebook controls the most "like" data, recording more than 80 billion per month at last check. But Twitter records more "talking" than anyone else (1.5 billion tweets per month); Amazon collects the most reviews (well over 6 million per month); and Google’s YouTube and Google Display Network have data on how a billion people prefer to spend their time.
  2. The ability to bring meaning to that data. It’s easy to draw simple conclusions from affinity data: If you ‘like’ snowboarding you might like to see an ad for energy drinks. But the real value in affinity data won’t be unlocked until we can find hidden combinations of affinity that work for marketing. That’ll require technologies and teams that can do some serious data analysis — as well as a real-time feedback loop to determine whether people really are interested in the ads targeted to them based on such complex assumptions.
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Q&A WITH YANNICK GRECOURT, HEAD OF STRATEGY AND MARKETING, DEUTSCHE BANK BELGIUM

Christine Overby

Engaging with perpetually connected customers is something you can't fake, and when you engage, you create expectations that need to be met. This is one of the key messages Yannick Grecourt, Head of Strategy and Marketing at Deutsche Bank Belgium, shared with me when I talked to him recently in preparation for his speech at our Forrester Forum for Marketing Leaders EMEA

Q: How does Deutsche Bank Belgium prioritize the most important channels for reaching customers?

A: Confronted with remarks on why other banks were developing new initiatives and we were not, we were forced to share our direction with all the internal divisions explaining the prioritization process. We decided to divide all channels into two categories: the managed and integrated channels, and the ‘non-integrated’ channels, and we used the customer journey to define all possible touch points. For the integrated category, the most important elements are alignment and relevancy, whereas for the non-integrated the judgment call is made based on the impact to the integrated channels.

Q: How do digital channels improve the advisor/client relationship?

A: A key impact of the financial crisis was the increasing involvement of clients in the management of their portfolio. As a consequence, clients were in search of more frequent contact but in a more and more digitalized environment. The development of a new advisory approach included a new online platform that has allowed us to align the tools we provide to our clients with the tools we use internally. As a matter of fact, our clients are sharing the same tools and information as our advisors do. Over time, clients are also getting used to how important/urgent a message is depending on the channel.

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Sophisticated, demanding mobile customers: Ready or not, here they come!

Melissa Parrish

A few weeks ago, my dad and I were talking about the policy on airplanes to turn off all devices from the time the door closes until the plane has reached 10,000 feet. 

My point: I don’t have a problem powering down for 15 or 20 minutes. It’s when we get delayed on the tarmac for an hour or two that I get antsy, though lately the pilots seem to let you reconnect while you wait for take-off. 

His point: “I don’t see why people feel the need to be connected all the time anyway.”  

A predictable response based on generational differences? Perhaps. But what made it a particularly interesting comment is that he said it while using his iPhone to find the least traffic-ridden route home to CT from NJ. 

This, then, is the mobile mind shift: The expectation that the info you need is available whenever you need it on any appropriate device — without having to make a conscious effort to stop what you’re doing, decide which device to use, turn it on, scroll, click, etc., and eventually find what you’re looking for. You want to know what the traffic’s like? Here’s the map. You want a table for dinner? Reserved. You want to know the weather? Done. 

The result is a customer with extremely high expectations that you must be ready to meet, or risk irrelevance. The key to serving these customers will be to shorten the distance between what they want and what they get; to refocus your marketing efforts to deliver utility at speed; to make your customers’ lives better rather than just making your messaging better.

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Q&A With Peter Horst, SVP of Brand Marketing, Capital One

Christine Overby

This week I had a chance to catch up with Peter Horst, Senior Vice President of Brand Marketing at Capital One, in advance of his keynote later this month at Forrester’s Marketing Forum in LA. Peter will be speaking about how Capital One approached the integration and brand conversion of ING Direct, after the 2011 acquisition of the retail bank. Check out a preview of Peter’s session in the below Q&A, or join me in Los Angeles, April 18-19, to hear Capital One’s full story.

Q. What was the biggest challenge around the ING Direct integration strategy?

The biggest overall challenge was what we called “protecting the butterfly.” It became obvious to us that the magic of ING Direct did not lie in something as simple as a piece of technology, or a specific body of expertise, or some financial asset. What made ING Direct such a unique franchise was a complete ecosystem whose parts all worked together to create an exceptional customer experience. These parts included a powerful sense of mission, a culture of simplicity, a passion for serving customers, products that were offered straightforward value, a brand voice that was friendly and humorous, and much more. We realized that we had to be very careful not to disturb this ecosystem as we integrated the business, and remained on high alert to any risk that we might be undermining the interaction of the parts. One area in particular that we were very focused on was ensuring that the associates remained engaged and excited for this next leg of their journey. 

Q. How did you approach this integration differently from past brand conversions?

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We Are All Mobile Teens

Thomas Husson

To borrow from McCann Truth Central, most of us have owned mobile devices (not to mention smartphones) for, on average, 12 years — and we’re still figuring out mobile phone behaviors and the impact of mobile on our relationships. We have distinct mobile personalities.

This means we’re all mobile teens, trying to envision our futures and figuring out our relationships with others and with brands. If mobile marketing is entering the teenage years, then needless to say, tablet marketing is in its infancy.

To draw the analogy a step further, let’s consider marketers as parents. What does this mean? It implies that marketing leaders should help their kids grow and develop, play to their strengths, accept their differences, and reinforce their identities without forcing them to become what they are not. It means that the future will be full of surprises, with unknown territories and new use cases to come for not only smartphones and tablets but also reinvented laptops and personal computers. A lot of the attention will be paid to the new baby (the tablet), certainly creating some conflicts with the older sibling (the smartphone), which is particularly keen to become independent despite its relative immaturity.

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