Mobile Is Not Yet Delivering On Its Marketing Promise

Is this the long-awaited year of mobile? Last week, Facebook announced that its quarterly profits had more than doubled, driven in large part by mobile; 62% of Facebook’s ad revenue now comes from advertising on mobile devices. Forrester forecasts that mobile will be the fastest-growing digital marketing category in 2014, increasing 47% in 2013 over the prior year. And Forrester believes that we are witnessing a mobile mind shift — “the expectation that I can get what I want in my immediate context and moments of need.” 
 
But mobile’s marketing moment has not yet arrived. While consumers continue the rapid shift to mobile, marketers have not yet realized mobile’s brand building potential — because for too many marketers, mobile remains a tactical underfunded offshoot disconnected from a CMO's brand building efforts. This is a missed opportunity.  
 
Marketing needs a mobile mind shift. To harness the power of mobile, marketers must start with the experience they want customers to have with their brand, not the technology. Then determine what role mobile can play in delivering, improving, or even reinventing that experience — by creating, anticipating, or addressing a customer's mobile moment. Because the new battleground for customers is the mobile moment — the instant in which a customer has a want or need — Forrester has identified three types of mobile marketing moments.
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Airlines Must Deliver A Consistent Customer Experience To Build Their Brand

JetBlue built its brand on a new standard of in-flight customer experience when it launched in 1999. Guided by its brand North Star to “bring humanity back to air travel,” the fledgling airline offered beleaguered economy passengers better seats, better entertainment, better snacks, and an all-around better customer experience. JetBlue had the prescience to understand that customer experience is inextricably linked to brand experience.   
 
Our TRUE brand compass research shows that JetBlue has established itself as a major airline brand with consumers but has not yet risen above the competitive pack. JetBlue ranks as a TRUE brand follower, alongside air transportation stalwarts like American Airlines and United Airlines. But will it rise to leader status? On the back of a couple of headline-grabbing passenger incidents, a recent USA Today article raised questions about whether this pioneer of a better airline customer experience has “Lost Its Heart.” For me, the question is not so much whether JetBlue has lost its heart but whether the brand has failed to keep pace with consumers’ rising expectations of brands. Does JetBlue still have the prescience to see what will build the airline brand of the future?
 
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A Consistent Customer Experience Builds A Trusted Brand

The chief marketing officer’s (CMO’s) role is shifting from a two-dimensional world of outbound marketing communications vehicles to a multidimensional world that encompasses every interaction a customer has with a brand. These CMOs must not only craft the perfect marketing communications message but also ensure that their customers’ experience is consistent with the brand promise.  

Why does this matter? Because Forrester’s TRUE brand compass research shows that having a consistent experience across all brand touchpoints is a key driver of brand trust. For example, consumers tell us that both Microsoft and Amazon.com deliver a consistent experience every time they interact with those brands. This helps both brands secure high levels of brand trust, which in turn drives strong brand resonance.

To build a trusted brand, marketing leaders must ensure that brand messages sync with achievable expectations to deliver the brand promise. Many airlines now routinely offer a swift response to customers’ on-the-go travel needs via Twitter; this real-time travel support serves to enhance the brand experience. Delta sees the opportunity; the airline is investing more than $3 billion to enhance the customer experience in the air, on the ground and online.

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Development And Distribution Needs Fuel The Rise Of Content Marketing Vendors

Content marketing has rapidly gained marketers’ attention as a new way to build relationships with customers — customers bombarded with marketing messages and overloaded by digital distractions. But as this new marketing discipline evolves, new challenges emerge:

  • From scaling content . . . to providing quality content in context. A year ago, many marketers’ content challenge was to create content at scale. Today the quest for scalable content is tempered by the need for quality content, as marketers realize that getting the right content to the right consumer in context is a more impactful and sustainable approach.
  • From cajoling business units to produce content . . . to effectively managing that content stream. Complex organizations must now effectively manage content across multiple divisions and geographies.   
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1990s Digital Brands Outrank Social Media Brands In Forrester's TRUE Brand Rankings

Despite a recent lackluster earnings call, there’s a bright spot on the horizon for Yahoo CEO Marissa Mayer. Forrester’s latest TRUE brand compass research shows a reservoir of consumer goodwill for the struggling brand. 

In August 2013, Forrester conducted Consumer Technographics® research with 4,551 US online adults to uncover the drivers of a successful 21st-century media brand. This research is part of Forrester’s TRUE brand compass framework, designed to identify which brands are winning the battle for consumer mindshare and to help marketers build a brand that is trusted, remarkable, unmistakable, and essential (TRUE). This framework has two core components: 1) An overall TRUE brand compass ranking gives a snapshot of a brand’s resonance — the emotional connection a customer has with a brand, and 2) the TRUE brand compass scorecard reveals a brand’s progress along each of the four TRUE dimensions.  

The results showed a tale of two digital media eras and the importance of brand building in the digital world:

  • 1990s digital media brands reap the rewards of brand building investment. Established digital media brands from the late 1990s recognized the importance of building their brands with consumers. Yahoo was a TV ad mainstay for many years — “Do you Yahoo!” anyone? This early investment continues to pay off as, despite corporate turmoil, the Yahoo brand retains a reservoir of brand resonance with consumers. And the mighty Google, which was the only media brand surveyed to achieve trailblazer status, continues to invest in TV brand building ads.  
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Digital Marketing Is Dead; Long Live Post-Digital Marketing: What It Means For CMOs

In days gone by, when a British monarch died, the town crier would roam the streets of London calling out, “The king is dead. Long live the King.” This seemingly contradictory statement announces the beginning of a new regal era. The old king is dead; long live the new king. In 2013, the old era of siloed digital marketing ended and a new era of what Forrester calls post-digital marketing began. There was no official town crier and so perhaps you missed these headlines:
  • January 2013: Forrester’s David Cooperstein observed, “We are at another inflection point, as we move from digital marketing as a renegade effort to post-digital marketing . . . We are entering a world where digital innovation is merging with traditional marketing fundamentals to create new approaches, new brand leaders, and new models for success.”
  • September 2013: Procter & Gamble’s Global Brand Building Officer Marc Pritchard echoed this sentiment when he declared the end of the digital marketing era, saying that all digital marketing is “just brand building.” 
  • November 2013: L’Oreal’s Marc Speichert comments that his top priority in his new role as global Chief Marketing Officer (CMO) "is thinking about digital as a catalyst for change and marketing reinvention.
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Why Microsoft Trumps Apple In The Battle For Consumer Mindshare

As the opening of the 2014 Consumer Electronic Show (CES) dawned in Las Vegas, consumer technology firms pitched their innovation wares. Forrester’s latest TRUE brand compass research shows that innovation is a key to successfully building a sustainable consumer technology brand, but that innovation alone is not sufficient. 
 
In August 2013, Forrester conducted Consumer Technographics® research with 4,551 US online adults to uncover the drivers of a successful 21st century consumer technology brand. This research is part of Forrester’s TRUE brand compass framework designed to identify which brands are winning the battle for consumer mindshare and to help marketers build a brand that is trusted, remarkable, unmistakable, and essential (TRUE). This framework has two core components: 1) An overall TRUE brand compass ranking gives a snapshot of a brand’s resonance — the emotional connection a customer has with a brand, and 2) the TRUE brand compass scorecard reveals a brand’s progress along each of the four TRUE dimensions.  
 
In a surprise upset, Microsoft trumped Apple and Samsung in the TRUE brand rankings. In fact, Microsoft was the only brand in the survey to achieve the coveted trailblazer status— indicating that the Microsoft brand is “at the forefront of brand building with a unique and distinct brand identity that sets it apart from other brands.”  Both Apple and Samsung achieved leader status.
 
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In The Age Of The Customer, Superior Customer Experience Differentiates Retail Brand Leaders

In “Competitive Strategy In The Age Of The Customer,” Forrester shows that “in a world where empowered customers are disrupting every industry . . . the only sustainable competitive advantage is knowledge and engagement with customers.” This is not about mere customer centricity. This is about customer obsession. 

This customer obsession is particularly crucial in the world of big-box and online retail. With so much pricing and product information available at customers’ fingertips — at home and in the store — retailers are highly vulnerable to price undercutting and switching. Big-box retailers compete fiercely on price, and providing good value is a customer requirement. But our research shows that to be a leading retail brand, retail marketers must differentiate through the promise and delivery of superior customer experience. 

In May 2013, Forrester conducted Consumer Technographics® research with 4,575 US online adults to uncover the drivers of a successful 21st century big-box retail brand. This research is part of Forrester’s TRUE brand compass framework designed to identify which brands are winning the battle for consumer mindshare and to help marketers build a brand that is trusted, remarkable, unmistakable, and essential (TRUE). This framework has two core components:

  1. The TRUE brand compass ranking gives a snapshot of a brand’s resonance — the emotional connection a customer has with a brand. Is your brand a trailblazer — winning consumer mindshare — or astray — lost its way and connection to consumers? 
  2. The TRUE brand compass scorecard reveals a brand’s progress along the four dimensions. Is your brand strong on being trusted? Weak on being essential?
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Financial Service Brands Fail To Win Baby Boomers' Trust

The financial market is slowly recovering from the 2008 financial crisis, and J.D. Power and Associates found a significant improvement in retail bank customer satisfaction in 2013. But Forrester’s own research shows that brand confidence lags behind as financial service marketers fail to win back customer trust, particularly among the all-important Baby Boomers. 

In May 2013, Forrester conducted Consumer Technographics® research with 4,575 US online adults to uncover the drivers of a successful 21st century financial services brand. This research is part of Forrester’s TRUE brand compass framework designed to identify which brands are winning the battle for consumer mindshare and to help marketers build a brand that is trusted, remarkable, unmistakable, and essential (TRUE). This framework has two core components:

  1. The TRUE brand compass ranking gives a snapshot of a brand’s resonance — the emotional connection a customer has with a brand. Is your brand a trailblazer — winning consumer mindshare — or astray — lost its way and connection to consumers? 
  2. The TRUE brand compass scorecard reveals a brand’s progress along the four dimensions. Is your brand strong on being trusted? Weak on being essential?
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Will Celebrity Star Power Help Build Your Brand?

The power of celebrity is like catnip for marketers. Celebrity or athletic association adds an aspirational edge through outright paid endorsement or coveted “as seen on” editorial placement. In the world of beauty, brands from Cover Girl to L’Oreal add a sheen of glamour to their brands through celebrity spokesmodels. In the field of sports marketing, brands from Nike to Gatorade borrow equity from high-powered athletes to bolster their athletic credentials. And in retail, mass retailers from Macy’s to Sears offer eponymous product lines from celebrities as diverse as Sean Combs to the ubiquitous Kardashians. Q scores are tracked, contracts are negotiated, and millions of dollars exchange hands.  But is it worth it?  
 
If you ask consumers how important celebrity endorsement is to their brand selection, most will vehemently deny it. In fact, our North American Consumer Technographics® data shows that only 19% of consumers rate celebrity or athlete endorsement as important when picking a brand. But most people will probably tell you that advertising doesn’t affect them either. So we decided to dig a little deeper. Forrester conducted a driver analysis in the big-box retail category to identify which category attributes and behaviors have the most meaningful impact on key outcomes like being a more trusted or essential brand. Our research showed that in big-box retail, celebrity or athletic endorsement:
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