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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Highlights, Day 1, ANA Media Leadership Conference

Jim Nail

This year, the Association of National Advertisers is focusing on some really big issues facing the media business. ANA President Bob Liodice's keynote framed them:

  • Measurement: Better measurement can help marketers make better decisions, and it is time for the industry to convene a central body to guide the measurement discussion.
  • Piracy, fraud, and viewability: These issues have led to the erosion of the value of digital media. Marketers, agencies, and publishers must take notice and address these problems.
  • Media transparency: ANA members have told the organization of their concerns about agency trading desks, rebates from media companies to agencies, and programmatic buying. The question is: are agencies and media companies hiding information from marketers, or is this just representative of the new media environment we are living in?
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FT Digital Media: Anguish Over Products

Ryan Skinner

Two ways media’s changing now, and two ways it’s going to change:

The FT Digital event in London last week pulled together some of the cream of the European media world. The big conclusion they were made privy to?

The media world will soon discover exactly how many ways you can skin a cat.

The old-fashioned way for media brands to skin a cat – make the content and license rights to distribute it, or advertise next to it – doesn’t work anymore as a standalone product. As a result, the business model experimentation we’ve seen so far in the media world is turning into business model explosion. Evidence: Half of the speakers and attendees at this media event wouldn’t have been at a media event at all only three or four years ago. Facebook. Shazam. BuzzFeed. And tech VCs, for example.

Two pieces of news exemplified changes taking place right now:
One, Facebook’s acquisition of Oculus (a virtual reality gaming device) forced discussion toward the value of a platform – the device is only as valuable as the community of developers creating remarkable content for it; tech and media companies alike need to take a platform approach to their assets.

Second, The New York Times’ launching of NYT Now – a premium version of the Times exclusively for smartphones – showed how media companies are bending themselves backward to divorce (call it “conscious uncoupling” if you will) resources from revenue. The mobile app will take a Facebook-like approach to making money by allowing advertisers to publish sponsored content in-feed.

And two discussions painted a picture of media’s future:

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Why Every Marketer Should Use Google Plus

Nate Elliott

Recently the New York Times called Google Plus a ‘ghost town,’ and most marketers agree. I understand why. Even if you believe Google’s own user count (many don’t), Google Plus has only one-quarter as many global users as Facebook. Nielsen says that while Facebook users spend more than six hours per month on site, Plus users spend only seven minutes per month on site. Put simply, Google Plus isn’t the Facebook killer some hoped it would be.

But that doesn’t mean marketers should ignore Plus. Far from it: I believe every marketer should use Google Plus.

Why?

First, Google Plus has more users than you think. Yes, it pales in comparison to Facebook — but so do most other social sites. Rather than trust Google’s own user data, we decided to run our own survey. We asked more than 60,000 US online adults which social sites they used — and 22% told us they visited Google Plus each month. That’s the same number who told us they use Twitter, and more than told us they use LinkedIn, Pinterest, or Instagram. That means you can build a real follower base on Google Plus: On average, top brands have collected 90% as many fans on Plus as on Twitter. (In fact, the brands we studied have more followers on Google Plus than on YouTube, Pinterest and Instagram combined.)

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What’s Next For WeChat?

Xiaofeng Wang

As mobile messaging apps become increasingly popular across the globe, China’s WeChat (the top mobile social app in China, which has reportedly surpassed 600 million users) is often compared with other mobile messaging apps, such as WhatsApp and Japan’s Line. Of all such apps, WeChat has the most complicated features; it goes beyond messaging and keeps adding new features and further evolving existing ones. Among the many possibilities, three stand out:

  • Exploring location-based business. Chinese consumers have been using WeChat’s QR code functionality for a while to get discounts and rewards from offline stores. WeChat also has an advanced scanning feature, the street view scanner (available for the Chinese version of WeChat 5.0 or higher only). The scanner not only shows street names but also nearby stores, restaurants, movie theaters, and other locations. WeChat has recently cooperated with Dianping (China’s Yelp) to upgrade its location check-in feature on Moments (WeChat’s timeline, on which users share photos and texts) from cities to specific stores. WeChat’s successful cooperation with taxi-hailing app Didi Dache has also enhanced its location-based capabilities. All of these features pave the way for WeChat to be able to provide location-based marketing.
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