It's Time To Make Facebook Marketing Work

Nate Elliott

Nearly a billion people around the world use Facebook — and it's no surprise marketers are chasing all those users. In fact, Facebook says 96 of the top 100 marketers are on the site. But I haven't spoken to many companies that are thrilled with their Facebook programs. Marketers worry about how few fans they have, about how few comments and wall posts they get, and about the ROI of their Facebook spending — and many of them have good reason to worry. In fact, we think most Facebook marketing programs are entirely too unfocused, too under-resourced, and don't make enough use of the entire platform.

So how can you make your Facebook marketing program work? We recommend following four steps:

  1. Set clear objectives. If you don't know what you're trying to achieve with Facebook, you run the risk of not achieving anything at all. Are you trying to drive brand impact or sales? Generate word of mouth, increase loyalty, or provide customer service? Deciding on a few clear objectives for your Facebook program will answer most of the other questions you have — like who should fund the programs, or how you measure success.
  2. Provide value for your fans. Once you've figured out how Facebook can drive value for your company, make sure it's driving value for your fans as well. Otherwise, why would anyone bother to hit the 'like' button? According to Carolyn Everson, VP of global marketing solutions for Facebook, the brands that succeed on Facebook are "the ones that give people a reason to be fans." This doesn't have to mean discounts and coupons — exclusive content and information works just as well.
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My Forrester EMEA Forum Speech On The New-Fashioned Brand

Nate Elliott

Two weeks ago we held our 2011 Forrester EMEA Marketing & Strategy Forum in the UK. We had a great turnout, as well as fantastic speakers including Sir Martin Sorrell of WPP, Georges-Edouard Dias of L'Oreal, Ian Maskell of Unilever, and dozens of others, and I also had the pleasure of giving my first Forrester keynote. My speech covered how companies fail when they try to build old-fashioned brands, and what they must do to build new-fashioned brands. If you missed the event, and can't wait for the written research on this topic (coming soon), then here's a highlight from my speech:

 

Scan This Post: What Marketers Need To Know About 2D Bar Codes

Melissa Parrish

2D bar codes are one of the latest “shiny objects” in mobile marketing. And it’s no surprise — with mobile marketing spend increasing and smartphone adoption on the rise, you want to know if it’s time to invest in this mobile marketing tactic. The result?  More and more clients have come to me and said, "I'm working on my QR Code strategy, and . . ."

But in order to answer the questions that come after that statement, I wanted to explore and explain the actual benefits of this tactic (potentially huge), and the actual adoption today (still pretty low).  Here are some of the high-level findings from my research to help you de-code bar codes:

·         2D bar codes have a lot of marketing potential. They can be placed anywhere — allowing you to reach your audience at all stages of the consumer life cycle with targeted information. And they do it efficiently: they connect people with additional content immediately through a scan, require little consumer effort, and can leverage  context to provide more targeted and useful information in the moment.

·         But, consumers aren’t scanning away today. While marketers and companies are starting to dive-in, most consumers aren’t — yet. Adoption increased from 1% last year to 5% this year, and among smartphone owners, penetration is at about 15%. Why isn’t it higher? Because of basic unfamiliarity of what these codes even do, the required step of downloading a 2D bar code reader, and most importantly for marketers to note: disappointing experiences and content.

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Product Strategists At Telcos Shouldn't Obsess About "Bit Pipe Syndrome"

Thomas Husson

Product strategists in various industries tend to dismiss telcos' role in service innovation, focusing instead on disruptors such as Google and Apple. It is true that new entrants and over-the-top (OTT) players have bypassed carriers, reducing their role to providing bit pipes.

Product strategists at telcos are suffering from what we are calling “bit pipe syndrome.” Didier Lombard, the former CEO of France Telecom, summed this up well when he declared back in 2007, "I am not building freeways for Californian cars."

Since then, many observers have claimed that telcos will die if they do not reinvent their business models, leveraging their networks as a service. This case is overstated: Reports of operators' deaths are exaggerated.

No doubt telcos are increasingly being commoditized to the point that they will become utilities, but there is no shame in monetizing networks — carriers' bread and butter for a few more years. Fundamental connectivity remains a valuable service — all the more if product strategists focus on gaining more pricing power and delivering more segmented offerings, either on their own or with new strategic partners.

When it comes to product innovation, operators still have key assets to leverage — particularly their billing capabilities — to become trusted partners for consumers and third parties. Some global carriers have a strong presence in emerging countries, and they will have more sway in shaping the types of content services that the world consumes.

Product strategists at operators have the assets to continue to differentiate their offerings and innovate in a disrupted telecom ecosystem. I am not saying this is not challenging and extremely difficult, but here are some approaches that could work:

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Join Our Global Mobile Survey And Get Free Aggregated Results

Thomas Husson

A year ago, Forrester fielded our Q3 2010 Global Mobile Maturity Online Survey. We interviewed more than 200 executives in charge of their companies’ mobile strategies around the globe (40% in the US, 40% in Europe, and 20% in the rest of the world). You can see the results from last year’s survey here.

To help consumer product strategists and executives benchmark and mature their mobile consumer strategies, we’re updating this survey.

Planning and organizing for the use of mobile technologies is a complex task. Some players are laggards and think they still need to get the basics of their online presence right, while others are clearly ahead of the curve. Yet two questions we consistently hear are: “Where is my organization compared with others in the use of mobile?” and “How can we mature our mobile consumer approach?”

Here’s how you can help:

If you’re in charge of your company's mobile consumer initiative or if you’re familiar with it, then please take this survey.

Click here to start the questionnaire. 

If you’re not familiar with your company’s mobile consumer approach, please forward this survey to the relevant colleagues who are in charge of defining or implementing your mobile consumer approach. 

  • The survey takes less than 20 minutes to complete.
  • The survey will be live until December 7.
  • Responses will be kept strictly confidential and published only in an aggregated and anonymous manner.
  • For your efforts, we will share a free copy of the survey results.
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The Tech Marketer's Guide To The Social Media Platform Universe

Kim Celestre

A few months ago, our research team embarked on an important quest: to help B2B tech marketers make sense out of the confusing ecosystem of social media platforms and tools. This ecosystem is fraught with vendor consolidation, technology integration, platform expansion and a multitude of amusing buzzwords. Tech marketers have enough to worry about these days without spending time (time that they do not have) trying to navigate around the chaotic landscape.

 
  
Three months later, I am happy to announce that tech marketers now have a simple guide to help them identify the categories of social media platforms that are currently available to meet their needs. One word of caution: This Market Overview report is merely a snapshot of the social media platform landscape. Since this report was published, some of the vendors we briefed have notified us of recent acquisitions and major updates to their platform offerings. This is a very dynamic landscape that our team will continue to monitor throughout the upcoming months. Stay tuned for additional research on this topic. And perhaps we will have some new buzzwords to decipher as well.
 
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The Problem With Measurement Proxies

Nate Elliott

I've noticed a disturbing trend in one of the markets I study. Thirty percent  of marketers say their top social media goal is creating brand impact, but only 10% tell us they measure brand impact — a gap of 20 percentage points. But then while just 4% say sentiment or engagement are their top goals, a whopping 26% measure these numbers —leaving us with an almost identical gap of 22 percentage points, but in the other direction. It’s clear what's happening here: Marketers are using sentiment and engagement numbers as a proxy for brand impact surveys.

Deep down I love the idea of measurement proxies. A properly constructed and proven proxy could be a cheap, quick, and effective stand-in for direct measurement of things that are quite frankly hard to measure — like brand impact.

But there’s a big problem here: I've been looking pretty hard for good measurement proxies for a while now, and I’ve found very few that could be described as "properly constructed and proven." And I'm pretty sure none of the marketers in our survey have proven their proxies — because if they'd tried, they'd have almost certainly failed.

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Benchmark Your Interactive Marketing Maturity

Shar VanBoskirk

 

Live today is Forrester’s new free benchmarking tool that can help you compare your company’s interactive marketing budget and organization against your peers’. Simply answer a few questions and our tool will compare your answers with similarly sized companies against five metrics:

  1. The size of your interactive marketing budget
  2. The share of your advertising budget dedicated to interactive marketing
  3. The percent of your interactive budget earmarked for emerging media
  4. The size of your interactive team
  5. The number of agencies you work with for interactive support compared with other companies of your size
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It's Time To Start Thinking About Social Media Training

Melissa Parrish

Over the past several months, I’ve been hearing a lot of clients say they’re ready for the next step in social media. Many marketers —probably most of you reading this post — have already established your initial social footprints and are ready to move on to the next phase of social media maturity. But as my colleague Sean Corcoran’s social maturity curve shows, the further along you move, the more people you need to involve to keep your social trains running — and that introduces more risk.

One of the most important ways marketers are avoiding problems as more colleagues start participating in social programs is to spearhead training programs in their companies.  My latest research explores the spectrum of these training programs, which ranges from casual all the way through formal certification. 

You can see from this chart that training programs are developed across four dimensions: content, delivery, participants, and measurement. The programs don’t always fall firmly and neatly into one level of difficulty across all these segments. Rather, training evolves as the company’s commitment to social media evolves, moving through formats till formalization is achieved. Usually:

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Apple’s Product Strategists Maintain The Company’s Premium Positioning In The Mainstreaming Smartphone Battle

Thomas Husson

My colleague Charlie Golvin and I took the time to step back from the flow of news following Apple’s announcement today. Here below is our take from a consumer product strategy perspective.

Apple’s product strategists face an ongoing paradox: maintaining premium leadership with an annual product renewal while tapping the rapidly mainstreaming global smartphone market

Today, Apple’s product strategists revealed their newest premium smartphone: the iPhone 4S. Just like the 3GS at its introduction, the 4S relies on a leap in processing power and a new interaction paradigm but eschews technology upgrades upon which product strategists building Android-based devices rely today, such as LTE and behemoth screens.

Apple’s new iPhone lineup provides a complete portfolio of products, from the premium 4S in memory configurations up to 64 GB, to the 8 GB iPhone 4 which will allow all of Apple’s carrier customers (including new partners Sprint and KDDI in Japan) to offer a mid-tier iPhone. Apple’s product strategists have opted to add an entry-level option for its GSM-based carrier partners by maintaining the 8 GB iPhone 3GS.

With the iPhone 4S, have Apple’s product strategists designed a product that will maintain Apple’s leadership in the high-end smartphone battle? Forrester believes so — even though Apple chose not to include features that its competitors use to command a premium position, including:

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