What Is A Boomerang?

Luca Paderni

 

No, I’m not Australian . . . at Forrester, "boomerangs" are analysts that, after leaving the research team for a stint in the "real world,"  have decided to re-join. Clients and fellow analysts value the experience we "boomerangs" have built as marketers and the pragmatic outlook we always bring to the table. As for me, I am a bit of an anomaly, as this is the second time that I am back at Forrester. My 20-year career as a marketer can be roughly split in two phases: first, the CPG marketing and strategy roles for brands like Ferrero, L’Oreal, and Johnson&Johnson; then, my digital marketing phase, which recently closed with more than four years at Google.

I would like to think that I am now entering a new phase by helping organizations understand the key role that marketing can play in shaping the way they navigate markets and customers that are constantly affected by the adoption of new technologies. Quite an ambitious scope, so to make sure that I stay relevant and deliver actionable research and advice, I have decided to launch this blog to start a dialogue with CMOs and Marketing Leaders on what’s keeping them up at night and how we can help them.

Coverage areas and topics I’m interested in.

As I type this, I am in the process of writing research on the following areas (please note that links are to reports that are only accessible by clients):

  • I’ll primarily focus on helping marketers redefine brand loyalty and the role that it plays in the Customer Life Cycle.
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Winners Of The 2010 Forrester Groundswell Awards (Consumer International)

Nate Elliott

Social media adoption has grown in leaps and bounds over the past few years, and not just in North America. Did you know that Italian and South Korean online users are more likely to engage with social media than American online users? Likewise, most of the European countries we study have a higher percentage of Conversationalists than we find in the US.

Despite this, most industry conversation around social media tends to focus on the US — and over the past few years nearly all of the entries we’ve received for the Forrester Groundswell Awards have talked about US-focused social media programs. To help recognize the companies that are pioneering the use of social media outside the US, this year we introduced an international category to the awards.

This week at Forrester's Marketing and Strategy Forum EMEA 2010, I was proud to present the winners of the inaugural Forrester International Groundswell Awards, which you’ll see listed below. I was thrilled with the entries we received. We saw dozens of quality entries from around the world, and in the end recognized finalists and winners from four continents, as well as a number of global efforts. I hope that other companies learn from — and rise to the standard of — the entries we saw this year; and I hope that our 2011 international category sees even more — and even better — entries.

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Should You Bid On Competitors' Trademarks?

Nate Elliott

Recently, Google changed its policies to allow European marketers to bid on other companies' trademarks — but surprisingly, the floodgates haven't opened yet. In fact, we're not seeing very much competitive keyword bidding at all in Europe — nor in the UK, where Google has allowed this type of bidding for several years. This got us thinking: What types of marketers should bid on their competitors' trademarked keywords — and which (if any) shouldn't? Is competitive bidding best used as a branding exercise or to generate leads and sales? When you bid competitively, how should you change your creative strategy and your landing page choices? And, critically, how should you respond if you find your competitors bidding on your keywords?

I'm working with my new colleague Lucilla De Sarlo on a report on these topics right now, and we would love to hear your opinions. Feel free to post thoughts in the comments below or to e-mail Lucilla at: ldesarlo@forrester.com.

How Mature Is Your Mobile Strategy?

Thomas Husson

How Mature Is Your Mobile Strategy?

To help consumer product strategists and executives answer this question and benchmark their mobile consumer strategy, Forrester fielded a Global Mobile Maturity Online Survey in Q3 2010. We interviewed more than 200 executives in charge of their company’s mobile strategy across the globe (40% in the US, 40% in Europe, and 20% in the rest of the world).

First, only a third of respondents said that they had had a mobile strategy in place for more than a year. Companies in this situation are from many different industries, but online players, media companies, and financial institutions are often more advanced. Forty-five percent of respondents are just waking up to the mobile opportunity and thinking about integrating mobile into their overall corporate strategy — just like they did a decade ago with the emerging online channel.

For the majority of respondents, mobile is mainly seen as a way to increase customer engagement, satisfaction, and loyalty. Mobile is less useful as a way to acquire customers and generate direct revenues — just 2% expect to generate more than $10 million in mobile revenues for 2010. While companies are assigning clear objectives to the emerging mobile platform, 23% of respondents still consider their primary objective with mobile to be to “test and learn.”

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Identifying — And Defeating — Social Clutter

Nate Elliott

Something amazing has happened to social media in the past couple of years: Overall adoption of social technologies has effectively reached saturation. We're now at the point where more than 80% of US online users engage with social media - and although there's been some hand-wringing over the fact social media adoption has plateaued at that level, let's keep things in perspective: 80% engage with social media! That's as many people as own a DVD player or use SMS.

This kind of scale gives marketers the potential to generate reach through social media. Sure, it's a new and unfamiliar kind of reach for many marketers - rather than just shouting uniform messages at millions of people, they must engage directly with their audiences and then hope those audiences turn around and talk to and influence millions more users. But as we've proven, this new model of reach can also provide the same kind of massive scale that the old reach models did: Just a tiny handful of Mass Connectors will create 256 billion influence impressions in the US this year.

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Are Nokia's Ovi Services Gaining Momentum?

Thomas Husson

Because of poor execution in 2009, the industry consensus — particularly in the US, where Nokia has a small footprint — was that Nokia was not in a position to catch up with the Apple App Store or Android Market. Reports of the Ovi Store’s death were greatly exaggerated: Nokia simply cannot afford to fail. On the contrary, it is now catching up, particularly in emerging countries, where Nokia clearly differentiates thanks to its unique local presence and relationships with operators (mobile billing is currently supported in around 30 countries).

Nokia just issued a press release this morning insisting that Ovi Store downloads are now reaching 2.3 million per day for a total installed base of 140 million active users. Bear in mind that a user is considered active on a six-month period and that this figure includes multiple Ovi experiences, including the 17 million Ovi mail and chat users as well as users of Ovi Maps, Ovi music, and Ovi life tools.

That's an increase versus last May (1.7 million) and versus the data that was announced at Nokia World two weeks ago (2 million). More interestingly, 200,000 people are signing up daily to Ovi. That's a significant trend.

I'll stick to my initial thoughts about Nokia's transformation journey: the challenge is still to offer a fully integrated Ovi brand experience.

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We're Hiring In Europe: Senior Advisor For The Forrester Interactive Marketing Council

Christine Overby

Interested in managing and growing the European business within Forrester's largest Marketing & Strategy Leadership Board? Then I would love to speak with you. We are hiring a Senior Advisor for our Forrester Interactive Marketing Council, based out of London. We're looking for someone who loves interactive marketing as much as we do and is motivated to help our leadership board clients be successful practitioners in the space. You'd be joining our growing European IM team: Nate Elliott, Lauriane Camus, James McDavid, Lucilla DeSarlo, and me. Experience in interactive marketing and client-facing work is a must; interest in football and good food a plus. ;-)

Here's the job description. You can apply for the position directly from the page. Hope to hear from you!

Changes In How Europeans Contribute Social Content Will Force Marketers To Update Their Social Media Strategies

Nate Elliott

 If you’ve ever talked to Forrester about social media, chances are you’ve heard of the Social Technographics® Ladder -- our tool for measuring how people use social technologies and for helping marketers (and product strategists and market researchers and others) understand how to engage with those people in the social Web.

Today we’ve released our new 2010 Social Technographics data worldwide (you can see the US data here), and you’ll notice that this year, for the first time since we introduced the ladder, we’ve added a new category of social engagement. The new category -- “Conversationalists” -- is designed to capture the short, rapid conversations that are now taking place on Twitter and through Facebook status updates. How many people are engaged in these behaviors? Almost one-third of European online adults participate in these rapid public conversations every week. In just over two years, this activity has come from nowhere to become one of the most popular social behaviors we track.

And this Conversationalist activity has come along at just the right time, too -- because more “traditional” forms of online contribution have levelled off. The percentage of online Europeans who post their own blogs, videos, photos, or other media -- what we call “Creators” -- hasn’t grown in either of the past two years. And the percentage who participate in message boards and forums or who post comments on blogs or other social sites -- what we call “Critics” -- has grown just one percentage point in Europe each of the past two years.

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Nokia's Transformation Journey

Thomas Husson

I am attending Nokia World in London. For those of you not familiar with this event, that’s usually the conference where Nokia shares its vision and strategy, announces new products and services, and demonstrates its latest innovation. This is also an interesting opportunity to hear thought leaders share their vision of the mobile industry (this year, Sir Tim Berners-Lee). See the agenda here.

The 2010 edition is already unique in Nokia’s history due to the recent appointment of Stephen Elop as the new CEO and yesterday’s resignation of Anssi Vanjoki, currently EVP of Nokia's Mobile Solutions unit. Needless to say there is lots of speculation about Nokia’s future. Let me wrap up some thoughts:

  • It’s precisely all about organizational and cultural issues. No one should be surprised to see other departures as well as the arrival of new executives close to the newly appointed CEO. Nokia’s real challenge is to make sure these changes are implemented quickly enough -- without totally disrupting existing processes -- to keep pace with innovation. The simple fact that Nokia appointed a non-Finnish CEO, coming from the US and from Microsoft and the software industry, is another acknowledgment that Silicon Valley has become the new mobile innovation hub. Nokia’s cultural heritage is precisely to constantly reinvent itself. Tectonic shifts are shaking up the traditional mobile ecosystem, and Nokia needs to be much more agile to compete with the likes of Google and Apple.
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How Does Your Company Manage Social Media Across Multiple Countries?

Nate Elliott

Working in Europe, I'm constantly hearing about social media programs designed for one country accidentally reaching users in other countries -- especially when they're done in English. Toyota's excellent social media-focused iQ car launch in the UK attracted attention from the US, where the car isn't available. Yesterday a client told me that their Australian marketing team launched a Facebook page that they thought was just for their market -- but when they looked at the analytics, they found that only about 5% of the page's fans were Australian, with the rest coming from other big English-speaking markets.

 

As I see it, there are two big challenges when global companies use social media:

  1. How do you best leverage social media resources from one country (be they staff, technologies, partnerships, or content) across other countries to improve your efficiency and effectiveness?
  2. How do you keep social media messages that are appropriate for just one market (because product availability, or specifications, or pricing, or marketing message can vary from place to place) from "bleeding out" to reach users in other markets?
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