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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TV Advertising Goes Cross-Channel: Threat or Opportunity?

Jim Nail

I just wrapped up my report on the future of television: “Digital Disruption Rattles the TV Ad Market.” And, while I was interviewing and exchanging views with advertisers and senior TV industry executives, a clear and surprising find emerged…

I wasn’t surprised to hear visions of dynamically targeted ads to deliver the right message to the right household. Neither was I surprised by the dream of synching messaging on the living room screen to the screen in people’s hands. Nor was I surprised that many in the industry still want to shoehorn these new ad opportunities into the old Nielsen rating model of the TV ad market.

What surprised me was the general optimistic outlook that these new developments will bring even more dollars to the TV ad market.

For decades, talk of the impact of cable television, VCRs, DVRs, online advertising, etc. has usually predicted the end of TV’s reign as marketing’s most powerful medium. New technologies would sap advertising effectiveness and splinter the audience. New advertising opportunities would be more engaging and measureable than the soft branding of TV.

But the fact is, the opposite happened: TV is stronger and more important than ever. Even as prime time TV audiences have shrunk, fragmenting across hundreds of channels on the cable spectrum, the rest of the media landscape has fragmented and faded even faster.

But perhaps I should amend my statement that TV is more important than ever: something like “video entertainment content originally created to be broadcast on television networks is stronger and more important than ever.” As these programs find new audiences, on new devices, at new times in viewers’ lives, it creates opportunities for video advertising to draw more dollars and more advertisers to it.

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Identify The Right Social Platform For Your Marketing Efforts In China

Xiaofeng Wang

Greetings from Beijing! Allow me to introduce myself — my name is Xiaofeng Wang, and I’m a new analyst at Forrester, having just joined in November 2012. My coverage focuses on digital marketing, and, specifically, how marketers should harness the power of social media in China.

After working at Sina Weibo (a major Chinese social media platform) for around three years, I joined Forrester with a lot on my mind regarding social media in China. A highly fragmented platform landscape, the lightning-speed evolution of technology, and marketers’ struggle to identify the right platform to engage audiences effectively all weighed heavily as I set out to write my first report. I’m pleased to announce the outcome of my analysis, entitled “Winning Social Media Marketing In China,” is now live on our website. 

In the report, we divide the development of Chinese social media into three different dynasties: the Kaixin001/Renren dynasty, the Weibo dynasty, and the WeChat dynasty. Each social dynasty is defined by different features, which are the key reasons behind their adoption. For example, anonymity and casual connections contributed to the initial boom of Weibo, while WeChat is increasingly attracting privacy-conscious users. By tracing the rise and fall of a handful of social giants, the report helps marketers understand what features matter the most to Chinese consumers and the marketers who want to target and engage them.

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Make Mobile A Loyalty Priority

Emily Collins

I belong to more loyalty programs than the average consumer. As a result, on any given day, my wallet is overflowing with loyalty cards and loyalty program related paraphernalia. At the register, I’m often rummaging through my purse to locate reward certificates, half-filled punch cards, coupons, and the like.More often than I would like to admit, rewards go unredeemed simply because I didn’t have access to them when I needed or wanted to make a purchase.

I am also — like 42% of US online adults — a perpetually connected consumer. Whether I’m “just looking,” comparing specific products and prices, searching for coupons in my email, or making a purchase, I rely on my smartphone as a trusty sidekick. In that vein, my mobile phone has recently helped me reduce some of the physical bulk that comes with loyalty program membership. I have an app that digitally manages all of my membership cards in one place, a loyalty program folder to corral branded apps that offer loyalty program functionality, and more than one retailer lets me scan rewards barcodes at the POS.

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Q&A with Greg Williams, Executive Editor WIRED

Christine Overby

There's a growing group of people who are always online and use their devices to support nearly every activity, including making decisions about your products and services. We call them your perpetually connected customers. They will shake your marketing to the core, because they value service and utility  not ads buzzing in their pockets. To thrive, you need new tactics and a culture of innovation. In the run-up to our Forrester Forum for Marketing Leaders EMEA, I've been speaking about marketing innovation with one of our keynotes, Greg Williams, Executive Editor at WIRED. As an editor, speaker, and writer, Greg scouts the best glimpses of the future that exist in the here-and-now. Here are some of his thoughts. 

Q: What's your favourite example of an application that merges the digital and physical?

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Q&A with Richard Char, Global Head of Information Services, Global Enterprise Payments, Citi

Christine Overby

Our Forum for Marketing Leadership Professionals in Los Angeles is just a few weeks away, and in preparation I’ve been talking with our industry keynoters about their sessions. Last week I had a chance to catch up with Richard Char, Global Head of Information Services, Global Enterprise Payments at Citi, in advance of his keynote at the event. We talked about how Citi is using customer data to market to customers at the right time, with the right messaging for connecting in the moment. Here are some of Richard’s thoughts.

Q: How is Citi using data to build a view of customers in a specific context?

A: In our soon-to-be-released digital wallet application, offers will be selected for each customer (who has opted in) depending on the customer’s indicated preferences and based on predicted relevancy of the offer. We use past transaction data and the customer’s prior interaction with offers in the digital wallet, as well as the customer’s current location and context (time of day, day of week, current weather, etc.), to select the next offer which will have the greatest predicted relevancy for the customer.

Q: Why should brands and merchants work with an intermediary like Citi for targeted promotions?

A: With respect to our soon-to-be-released digital wallet application, there are three reasons local merchants are working with Citi:  

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Take On Mobile Marketing Tactics With Support

Jennifer Wise

Think about the past 24 hours: What have you done with your mobile phone? Did you send a text message? Check your email? Read any articles? Challenge someone in Words With Friends? If you said ‘yes’ to any of these, chances are that you may be one of the rapidly growing segment of perpetually connected customers that Forrester has been talking about. Welcome to the club!

Being one of these super-connected, mobile-savvy people is exciting. You can sit on your couch browsing a store’s catalog on your tablet while simultaneously messaging with friends on your smartphone. You can get a notification from your favorite store’s app about a flash sale happening that moment. You can search for the best dinner spot nearby and check reviews while walking down the street. You can find out more information about the TVs you are deciding between while in-store through the mobile Web or scanning a barcode. The options are endless!

Now put on your marketer hat. It’s an exciting time from this perspective too because the opportunities available to reach this consumer anytime, anywhere also seem endless! So yes, it’s exciting, but — let’s be honest – there is a lot of pressure to successfully meet these consumers’ demands, and it’s a little daunting to wade through the endless options to discover what tactics are right for your brand and how to get the programs launched.

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How Marketers Can Play With Games

Anthony Mullen

Guest Post by Researcher James McDavid:

In our new report, Extend Your Marketing Into Games, we take a closer look at how marketers can take advantage of opportunities within games. From dedicated consoles to mobile devices and in browsers, games are a multi-platform stage for brands to get in front of consumers. 

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The Database of Affinity Can Bring Discipline To Brand Marketing

Nate Elliott

For years, brand marketers have guessed at people’s affinities from the barest of demographic, geographic, and contextual clues. We deduce that Midwestern men prefer pickup trucks and that people watching extreme sports like energy drinks, and then we spend billions advertising to these inferred affinities.

But today, we no longer have to guess. Every day huge numbers of people online tell us what they like. They do this by clicking a ‘like’ button, of course — but there are many other ways people express affinity: talking about things on Twitter and in blogs; reviewing things on Amazon and Yelp; spending time with content on YouTube (and telling us where they’re spending their offline time on Foursquare); and sharing things through both public and private social channels.

People’s rush to post their affinities online recalls another flood of data that began a decade ago: the explosion in online searches. John Battelle once described the data created by search as the “database of intentions,” which I’d define as “a catalogue of people’s needs and desires collected by observing their search behaviors.” In the same way, the result of all these online expressions of “liking” has created the “database of affinity,” which Forrester defines as:

A catalogue of people’s tastes and preferences collected by observing their social behaviors.  

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Emerging Technologies Demand New Marketing Fundamentals

Anthony Mullen

Digital disruption - swifter, deadlier, and more inevitable than any disruption before - tears down and rebuilds every dimension of business. And marketing is no exception. As more media and experiences become digital, marketers must work with an invisible technology backdrop that changes the way people think and behave and - ultimately - how brands go to market. In my new report, Emerging Touchpoints Require a Marketing Mind Shift, I explore the specific effects of digital disruption on marketing, and the four new fundamentals marketers must embrace as a result. 

I published an article on Advertising Age this week that explains these fundamentals in detail:

Emerging technologies — from smart objects and wearables to behind-the-scenes taxonomy tools — are radically changing how customers think, act, and relate to others. And in turn, forcing a rebuild of how brands must go to market on every dimension. It's clear that marketers who try to respond to this seismic shift with today’s practices and skills will fail. So how can marketers adapt? There are four new fundamentals to consider:

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