Beyond Marketing: How Mobile Is Transforming McDonald's France

Thomas Husson

At the beginning of the year in our yearly mobile predictions report, my colleague Julie Ask and I made the following call: "mobile will affect more than just your digital operations — it will transform your entire business. 2014 will be the year that companies increase investments to transform their businesses with mobile as a focal point". McDonald’s France is a great example of such a trend.

In France, you can now order a Big Mac anytime, anywhere on your smartphone, tablet, or desktop and pick it up later at any of 1,200 McDonald’s restaurants. But mobile ordering and in-store pick up are just the first steps of a broader and more ambitious strategy: differentiating McDonald’s brand experience and powering a future relationship marketing platform by enabling direct behavioral customer insights. Although it started with a mobile ordering and payment app nationwide, McDonald’s France aims to transform all points of customer engagement by building a platform to extend new services to loyal customers and evolving the entire organization.

Despite a less mature mobile ecosystem and lower mobile usage than in the US, McDonald’s France was the first subsidiary of McDonald’s to launch a mobile ordering offering at scale. Such an ordering service is only at pilot stage in the US. France is McDonald’s second-biggest market after the United States, with €4.35 billion in turnover in 2012. Most other countries had piloted mobile payments so far. With more than 16 million members, McDonald’s Japan mobile couponing and in-store contactless payment services is the only other mobile service for McDonald’s (and the vast majority of brands) that has scaled massively, but it does not yet offer the same value.

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Facebook Shatters Into Apps — And It's The Only Way Forward

Josh Bernoff

Fixed diptych

Farhad Manjoo says "The Future of Facebook May Not Say ‘Facebook’" in the New York Times. Read the article, because it clearly points the direction for the future of Facebook (and of nearly everything else). From the article:

“What we’re doing with Creative Labs is basically unbundling the big blue app,” Mr. Zuckerberg said in a recent interview at the firm’s headquarters in Menlo Park, Calif.
 
In the past, he said, Facebook was one big thing, a website or mobile app that let you indulge all of your online social needs. Now, on mobile phones especially, Facebook will begin to splinter into many smaller, more narrowly focused services, some of which won’t even carry Facebook’s branding, and may not require a Facebook account to use.

In retrospect, this was inevitable. Here are two reasons why.

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Q&A With Francesca Nieddu, Managing Director, CRM And Sales Planning, Intesa Sanpaolo Group

Luca Paderni

I have just returned from our Forum For Marketing Leaders in San Francisco, and am now looking forward to being the host at Forrester's Forum For Marketing Leaders in London (May 13-14). Our analysts are excited to share with the European audience our latest Forrester thinking on brand-building in the post-campaign era and how to balance achieving business objectives whilst delivering highly contextual, real-time customer value. We will be joining forces with key industry keynote speakers such as Kristof Fahy, Chief Marketing Officer at William Hill, Amy Nelson-Bennett, President at Molton Brown Global, and Francesca Nieddu, Managing Director, CRM and Sales Planning, Intesa Sanpaulo.

As we make our final preparations for the event, I caught up with Francesca Nieddu from Intesa Sanpaulo about the marketing opportunities and challenges specific to retail banking. Here's what she had to say:

Q: Retail banking marketers aren't typically known for being customer-centric as they tend to focus their marketing efforts around products. What was the biggest barrier you faced as you attempted to pivot?

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It’s Time To Make Your Mobile Advertising Work

Jennifer Wise

It’s true; the mobile advertising opportunity is huge. With nearly a third of the world’s population toting smartphones, today’s mobile audience is sizable, always addressable, and can be reached with hyper-targeted messages based on mobile data. So it makes perfect sense that marketers, agencies, and ad tech vendors are turning their attention to mobile ads.

But when we look past the excitement in this market we face the reality: It has a long way to go — just because the mobile ad market is growing doesn’t mean that it’s working as well as it could be. Why is this? Well, the marketplace is still evolving and in flux, and there is a lot of deferring to familiar desktop thinking from marketers, agencies, and ad tech vendors. This poses one glaring problem: It completely overlooks the uniqueness of the mobile experience.

The time has come to rethink your mobile ad strategy, and here’s our advice: Divorce your mobile strategy from desktop and focus on integrated, personalized experiences. Here are some steps to help as you go:

  • Accept that mobile advertising is different. Your mobile customers are fundamentally different than your desktop customers — they are task-oriented, using a smaller screen, and demand that their mobile experiences be immediately actionable, simple, and contextually relevant to them. If your mobile customer is fundamentally different, shouldn’t your ad strategy be, too?
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Create Marketing Your Customers Can Use

Melissa Parrish

Half of US online adults have reached 'always addressable' status: using at least three connected devices and accessing the web multiple times per day from varying locations. It’s perhaps no surprise that this customer base has grown quickly since we first introduced it in 2012, when 38% of US online adults were always addressable. And for marketers, this is seemingly good news — now you have more opportunities to meaningfully engage with these customers than ever before. So what's the bad news? These customers tend not to trust or pay attention to advertising, and worse, largely find brand messages irrelevant.

There is a silver lining, though. Forty-six percent of always addressable customers don't mind getting emails from companies they've opted in to as long as the offer is relevant, and 27 percent are willing to share information about their interests to receive more relevant advertising. This leaves marketers with a great opportunity to engage with these willing customers, just as long as you embrace customer obsession.

But first, you must accept a hard truth: Your customers are done with traditional, campaign-based marketing. More often than not, customers are interacting with a brand outside of typical campaigns, and it's marketing's job to identify the context of those interactions and build upon them to create new forms of useful, continuous engagement. At the center of this contextual marketing is utility — becoming visibly and functionally useful to your customers. You can offer this utility either organically or transformatively, depending on your level of maturity across four key elements: customer addressability, data maturity, partner compatibility, and digital commitment.

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Winners Of The 2014 Forrester Groundswell Awards

Nate Elliott

Today at Forrester's Forum for Marketing Leaders in San Francisco, I had the pleasure of announcing the winners of the 2014 Forrester Groundswell Awards. This is the eighth edition of our awards and the first time we've had a chance to present them at our flagship marketing event — and I'm thrilled I had a chance to share these great stories of social success with the more than 700 people in attendance. Once again, this year our awards were based on Forrester’s Marketing RaDaR model and the way social programs can support the Marketing RaDaR. That means we presented awards in three categories:

  • Social reach marketing. This category recognizes social programs that effectively delivered marketing messages to new audiences — whether by word of mouth or by using paid social ads.
  • Social depth marketing. This category recognizes social programs that helped prospects explore products in detail and make a purchase decision — such as corporate blogs and communities and marketers’ on-site ratings and reviews.
  • Social relationship marketing. This category recognizes social programs that engaged existing fans and customers in order to increase their loyalty and lifetime value — something that most commonly happens through branded profiles on social networks like Facebook and Twitter.
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Three Brands Will Inspire You With Their Social Depth Strategies

Kim Celestre

If you don’t understand what social depth is, just go to your favorite retail brand website. Most likely, you will find either ratings and reviews and/or colorful photo galleries on the site, providing you with customers’ written and visual perspectives of the brand’s products. And if you are a business decision-maker, chances are that you have stumbled on an interesting blog or two on a B2B brand site. Social depth is not a new concept, but brands are increasingly coming up with creative ways to use social content to inspire and influence buyers who are on their website(s). This is because social content helps move buyers from exploration to a purchase.

At Forrester’s Marketing Forum next week (and in a soon-to-be published report), I will talk about three brands that have launched brilliant and successful social depth strategies. These brands really set the stage for innovative approaches and should provide you with inspiration as you think about your social depth marketing plans this year:

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Who Owns David Ortiz's Selfie?

Josh Bernoff

David Ortiz took this selfie when the Red Sox visited the White House to celebrate their win in the 2013 World Series. First there was a huge hue and cry because of the question of whether Samsung put him up to it (David says it was spontaneous, but he does have a contract with Samsung.)

Now the Obama White House is objecting to the commercialization of the image, because it's not "appropriate" for the president to be part of an ad campaign.

OK, let's look at what happened -- who did wrong?

Was Big Papi wrong to take money from Samsung? No, any athlete can sign an endorsement deal.

Was Ortiz wrong to ask for a selfie with the president? Look at that smile on Obama's face. He was having a good time. If he didn't want a selfie, he should have said no. This is a hell of a mobile moment. If it were me up there with the president, I hope I would have the courage to ask, too!

Was Samsung wrong to promote it? You could argue this, but frankly, Samsung has to be delighted.

Is the White House within its rights to object? I imagine so, and I understand their position.

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Do People Complain More On Twitter Or On Facebook?

Nate Elliott

In researching our recent report on Google Plus, I asked social listening and intelligence provider Converseon for some help. They agreed to review more than 2,500 direct user interactions with 20 leading brands on Facebook, Twitter, and Google Plus. (They tracked only direct user interactions, meaning posts directly onto brands' Facebook or Google Plus pages, comments on brands' Facebook or Google Plus posts, and @mentions of brands on Twitter. The brands were selected from among Interbrand's list of top global brands.) The goal? To determine whether those user interactions were mostly positive or mostly negative and to see whether the sentiment of user interactions varied by site.

In the end, that research didn't make it into the final report — but I thought you might like to see the data anyway, and the folks at Converseon agreed to let me share the results.

We expected there might be big differences in the tone of users' interactions with brands on each site. But it turns out about one-half of user interaction on each site was positive. And as for the question in the title of this blog post ("Do people complain more on Twitter or on Facebook?") — exactly one-fifth of user interaction on both Facebook and Twitter was negative.

Sentiment of user interactions with brands on Facebook, Google Plus, and Twitter

Thanks again to Converseon for pulling this data and allowing us to share it here.

Q&A With Jeannine Rossignol, Vice President, Marketing Services, Xerox

Melissa Parrish

Marketers have paid lip service to customer-centric marketing for a long time. But consumers and business buyers have flipped the conversation from "Oh, they think they know me" to "They better know me, or I'll find someone who does." For brands to be truly competitive in the Age of the Customer, companies must become customer obsessed – or risk losing market share to the competition. 

At Forrester’s Forum For Marketing Leaders next week, Forrester analysts and industry speakers will address why marketers must go 'beyond the campaign', to deliver real-time customer value. We'll hear from Jeannine Rossignol, Vice President of Marketing Services at Xerox, who will discuss Xerox’s Get Optimistic initiative. Designed to engage buyers by talking about what they care about (hint: it’s not your brand!), the initiative feeds self-interest with highly relevant, customer-centric content.

In the run-up to Forum, I posed a few questions to Jeannine. Here's a sneak peak of what's to come next week.

Q: B2B marketers aren't typically known for being customer-centric. What was the biggest barrier you faced as you attempted to pivot?

Barriers are just opportunities in disguise (I am an optimist, after all). How you view them can make all the difference in whether you can overcome them or not. Businesses today face unprecedented choice on a daily basis – and to stand out among their options, we can’t just say we’re customer-centric; we have to make them believe it. And for most of us that requires a complete mindset change.

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