Making Connections Through Exact Target

Shar VanBoskirk

I just spent the first part of the week at the Exact Target Connections Event. What a top-notch conference. 

  • 3,000 attendees
  • Assiduous attention to detail
  • Inspiring and fun speakers including a presentation from Aron Ralston whose survival story was retold in the movie 127 Hours
  • And terrific industry content – I’ll post the lessons I learned at the event in my next few posts. 
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With Or Without Bartz, Yahoo! Lacks Vision

Shar VanBoskirk

Carol Bartz was fired by phone from her post as CEO of Yahoo! in what must have been a Trump-worthy conversation with Roy Boystock, Yahoo!'s Chairman of the Board. Tim Morse, Yahoo!'s current CFO will act as interim CEO and part of a larger executive committee to manage Yahoo! operations until a replacement CEO is found.

I like Yahoo! And I was optimistic about Bartz taking the reins from Yahoo!'s founder Jerry Yang, as I thought it signaled an desire by Yahoo! to aggressively course correct its languishing strategy.  But now I'm just disappointed. Three more years have passed and Yahoo! is the same sinking ship it was when Bartz took the reins.  Here is my take on Yahoo!'s situation.  Yahoo!:

  1. Has terrific online advertising capabilities.  The online opportunity is *still* a huge and growing one; we project interactive marketing will near $77 billion by 2016.  Yahoo! has tremendous traffic and user engagement globally which populates its monster user database that it is a pro at mining on advertisers' behalfs.  It's ad labs scale testing and optimization.  Its reach and available inventory is massive.  And its ad marketplace is making real-time ad buying mainstream.
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Interactive Growth Does Take $$ From Traditional Advertising, Even If Interactive Investments Are Not In Ads

Shar VanBoskirk

I've received a few questions and have seen some social conversations around the theme "marketing is not advertising" relating to my recent interactive marketing forecast. I in no way meant to imply through the research that marketing and advertising are the same thing, nor is this the point of the research. So if you are hung up on that notion, let me 1) provide a bit of background on the report, 2) recommend that you read the full report -- I think inferring conclusions from the summary slide published in AdAge may be confusing without our detailed definitions, and 3) iterate that the primary conclusion of the report is that spend on interactive media and technology is no longer experimental, but now established budget line items.

I've worked on this report since 2004, and the report originally began as an online *advertising* forecast -- sizing spend on online media, which at that time was primarily display ads. We've done the report 5 times since 2004, and with each new report, it became clear that budgets were growing to include other investments besides online media. So we have adjusted the forecast to best represent what is included in clients' interactive budgets.

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What Makes A Community Successful?

Melissa Parrish

Anyone who follows my research knows that community management is one of my favorite topics. As I speak with marketers about their branded community efforts, the questions that come up most frequently are, “How do I know when my community is 'good?'" and “How many members do I need for my community to be successful?” Interestingly, these are the same questions people would ask me when I was a community manager, before I came to Forrester. Since these questions are clearly on a lot of people’s minds, I set out to answer them — analyst-style.

For my latest report, Community Benchmarking Metrics, I surveyed marketers with branded communities to try to nail down some standard measures of success. What I found was:

  • Standards come in the form of percentages, not hard numbers. For example, in communities that perform on par with averages, 8-12% of the unique visitors to the brand’s main website will visit the community. Of those community visitors, 4-6% will convert to become community members.
  • “Average” performance is consistent across communities of different types, from different industries, and with different goals. 
  •  To achieve typical results, community owners need to go back to basics: Make the community visible and don’t forget to promote it.
  • There are a few things marketers can do to beat the averages. My favorite: have at least one full-time community manager.
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Interactive Marketing Spend Will Near $77 Billion By 2016

Shar VanBoskirk

By 2016, advertisers will spend $77 billion on interactive marketing – as much as they do on television today.  Search marketing, display advertising, mobile marketing, email marketing, and social media will grow to 26% 35% of all advertising spend within the next five years.**

What does this growth mean for you?

1)      Interactive media has gained legitimacy in the marketing mix. In past forecasts, we found that interactive budgets grew because of marketing experiments, or firms looking for lower-cost alternatives to traditional media. No more. The next five years of growth comes from bigger interactive teams spending sizably to bake emerging media into their strategies for creating rich customer relationships.

2)      Search’s share will shrink. Search marketing (paid search and SEO) will continue to own the largest portion of the interactive marketing pie. But its overall share will decline as marketers shift search spend into biddable display investments, mobile marketing, and even social media.

3)      Display media will rally. Bolstered by advances in audience targeting and bid-based buying approaches, advertisers will renew their love affair with display media. We expect display investments to grow as marketers apply display instead of search. And niche or remnant inventory sells for higher prices due to demand-driven pricing.

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Can Marketers And IT Work Together To Master The Flow Of Your Customer Data?

David Truog

Marketers, how are you getting along with IT these days? It matters more than it used to. The job your company expects you to do is more and more entwined with technology. And so are the people in your target market.

Our research at Forrester shows almost half of US adults say technology is important to them.  And the ecosystem of suppliers of marketing-centric technologies and services is ballooning.  So whatever your aim as a marketer — whether it’s listening to the market, engaging with potential customers, or measuring the results of those efforts — you can’t do your job without these many technologies of new channels, new services, and new products.

This technology entwinement is especially tight when your company tackles the challenge of mastering the flow of customer data throughout the organization, from inputs across customer touchpoints, to the many ways you subsequently engage those customers. The struggle is not only in how to do this but also in how to do it sustainably: How to remember what data’s been collected, how it’s been used, what the outcomes have been, and on and on.

Where it gets messy is that marketers and IT often sing from different hymnals when it comes to making the most of all the relevant technologies. You’re eager to get to market with exciting new tools for engaging with potential customers, and you’re willing to experiment. But your IT colleagues often seem to be focused above all on cutting costs and avoiding risk — goals that rarely mesh well with what you’re trying to get done as a marketer. Not surprisingly, one marketing exec that Forrester interviewed recently called IT the “Department of No.”

Whereas in the past it may have been possible (even expected!) for marketing and IT to work at arm’s length, it’s not an option anymore.

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How I'm Using Google+ (Hint: It's About Relevance)

Melissa Parrish

If you were to glance at my Google+ profile, you’d probably think I’m practically inactive. But what you’re seeing is the public view of a very targeted set of actions, based on relevance.

I like to have different kinds of conversations with different people, so when I share content it’s with circles that designate not only relationship but topics too, and Google+ makes it really easy for me to be highly relevant in this way. Take, for example, politics. I like to talk about it, but I’m rarely interested in fighting, so when I share a politically focused news article, it’s not enough to be in my Friends circle. To see it, you have to be in my Friends-Politics circle, where I’ve included people who I know I’ll have an interesting conversation with that won’t result in insults and multiple exclamation points. 

There is one thing missing if relevance is an aim of the platform. As of today, my relevance-based circles only apply to what I share with others. What would be especially helpful would be a way to limit the content I see from others in that circle to the topic I’ve assigned it. For example, I’m following Christian Oestlien, one of the Google+ product managers, specifically for updates about Google+. So while the YouTube music videos and Onion articles he posts are probably funny, I can’t say I’m particularly interested in seeing them from him. Now, if one of the people in my Friends-Hilarious circle posted them, that’s another story . . ..

So what are the implications for brands?

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Acquisio Supports Agencies With Paid Search Technology

Shar VanBoskirk

In January we published a spate of research around automation tools specific to the search marketing space. See "Automation Helps Marketers Scale Organic Search" and "The New Paid Search Automation Landscape."  Our audience for these reports is the enterprise marketer.  So we represented here tools that sell directly to marketers. But, of course, there are vendors who service marketers indirectly -- by selling agency-enabling technologies instead.

One such vendor, Canadian-based Acquisio sent me some case studies recently about the efficiencies it brings agencies. Like the vendors we featured in our report (e.g., Adobe Search Center, Marin Software, Kenshoo, Efficient Frontier), Acquisio provides bid optimization, campaign management, and reporting.  But Acquisio's sweet spot is providing these services for agencies that might manage high volumes of keyword groups across several search engines for multiple clients. One agency grew its client base by 50% without adding any new headcount by using Acquisio to support campaign workflow, bids, and reporting.

The takeaway here for agency readers is that there are considerable firms outside of the set we profiled in our published research that might provide particular value for you.

Mobile Location Becomes Invisible

Thomas Husson

Maps and navigation are not yet mainstream, but they are more useful as product features anyway. This means that location is no longer a service like maps or navigation but is increasingly an enabler of new product experiences.

  • Location and maps are increasingly becoming features of new mobile products and services.
  • Location will happen automatically, behind the scenes. Adjustments will be invisible from a user perspective (think about the automatic weather update on your home screen widget).
  • Relevancy of local data will improve quickly. The era of basic point of interest (POI) information is over. Enriching addresses with more accurate information on opening hours, real-time data (traffic information, promotions, etc.), product/brand data, dynamic data (consumer reviews, inventory information) will deliver greater consumer benefits.
  • New algorithms will bridge the physical and digital worlds. Coupling more accurate local data with user context and other sources of information will foster the development of crowdsourcing and predictive analysis (e.g., predicting traffic congestion or air quality monitoring). Moving forward, these new algorithms will have far-reaching consequences well beyond mobile.
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The Future Of Mobile Is User Context

Thomas Husson

I have had the opportunity to contribute to a brand-new piece of research led by my colleague Julie A. Ask, vice president and principal analyst at Forrester.

We both believe mobile has the potential to be even bigger and more disruptive than the Internet.

That’s a bold statement! Today, few of the numerous professionals we interviewed are developing digital strategies that leverage context and make the most of the phenomenal technology packed inside mobile devices. Even fewer are anticipating the opportunities that will emerge tomorrow, with technology innovation driving capabilities around the user’s context.

Indeed, the fancy features, such as GPS and NFC, embedded in mobile phones will become common, while new sensors like barometers will reveal more about the user’s environment. The phones will also act as modems, relaying or interpreting information from other machines or from attachments with sensors. In a few years, mobile will be divorced from the PC. While a mobile device may have the ability to act like a PC, it has the potential to do much, much more. Product strategists must step into the leadership role, driving the development of user-context-based products. Increasingly, voice and motion will control devices and applications. There will be an entirely new generation of products and services delivered on mobile platforms that will not originate online.

At the end of the day, who knows you best? Your mobile phone! Why?

Because it will become the device you use to interact with the world around you — your hotel room, your shopping cart, your TV, your bank, your parking meter, your car, your running shoes, and many other aspects of your life. You won’t be able to keep anything secret from your mobile phone.

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