Oreo’s recent quick-thinking “Dunk In the Dark” response to the power outage at this year’s Super Bowl put the spotlight on real-time branded content and reinvigorated the discussion about how brands need to become not just publishers but newsrooms. What’s driving this need? Today’s perpetually-connected consumers — 42% of US online adults and 37% in Europe — can engage brands at any place, any time, and at any velocity. Because of this, the sheer volume of creative content that brands must now churn out is forcing marketers and agencies to reexamine how they think about — and how they resource for — content. This challenge is not to be underestimated. But before you think about scale and real-time response, think about the story you want to tell to create brand advantage. To do this well, you need to first be true to yourself, second know your audience, and then engage your customers with a good story:
Know who you are. There’s a lot of content out there you can develop or share. So where do you start? Start with your brand. Guide your content development by your brand’s North Star, and make sure there is a logical connection between the content and your brand.
Like many marketing leaders out there, you are probably still coming to grips with understanding and working with Millennials — the 20-somethings being courted by media and marketing alike. But now there’s a whole new generation to understand: Generation Z. Who are they? Why should you care about them? And how can you build your brand with them? Here’s what we know.
Who is Gen Z?
Gen Z is the first generation born into a digital world. While there’s no one commonly accepted demographic definition, they are generally considered to be born in the mid-1990s through 2010. They are true digital natives who have grown up in the age of technology. The only world they know is a digital one — where they can connect anytime, anywhere, and to anyone. As a result, they are highly promiscuous when it comes to media consumption; they will be the first generation to consume more media online than offline. And Forrester’s Technographics® research shows that today 84% of Gen Zers multitask with an Internet-connected device while watching TV — using an average of 1.5 other Internet-connected devices.
Why should marketers care?
The leading edge of this generation is now aged 18 to 23, entering college and the workforce. They are financing more of their own brand and purchasing decisions and experimenting with new products and brands. This makes them a key target for many marketers seeking to forge life-long brand allegiance.
How can you build your brand with them?
Gen Zers are open to relationships with brands, so long as those brands are authentic and live up to their high expectations. To win the hearts and minds of Gen Zers, marketing leaders must:
I’ve recently read a lot about the about the importance of engaging consumers to build your brand. And rightly so. Understanding and engaging with your customer is fundamental to brand building success. What gets less digital ink, though, is the equally important task of engaging your employees to build your brand. Not just your marketing department. Not just a few select social bloggers. But every rank-and-file employee, from tech support to customer service. Marketing leaders agree. In fact, in Forrester’s recent survey of marketing leaders, 100% of respondents agreed that “brand building is a company-wide effort that requires employees in all departments to be brand ambassadors.” But this same survey reveals that engaging the enterprise is where marketers struggle most. Marketing leaders are on solid ground when it comes to traditional brand building disciplines such as defining the brand North Star and using that brand promise to guide the brand experience. It is the next stage — creating a consistent brand experience across all functions and touchpoints — that is the chasm that most marketing leaders have yet to bridge. Forrester’s survey reveals that just 9% of respondents are true brand building leaders, who have brand building integrated and embraced across all aspects of the business. Most are still experimenting, but not integrating.
In the age of the customer, digitally empowered consumers are no longer sitting back waiting for brands to talk to them. They are seizing newfound opportunities on digital platforms to voice their wants, needs, and expectations. And data from our Consumer Technographics® panel shows that, in 2012, consumers expect more from brands. For example, they expect brands to create indispensable value and contribute to society.
But marketers are struggling to keep up with these changing consumer needs and higher expectations. They are disoriented in a world where they are losing influence with their consumers, losing control of their brand messages, and losing trust with consumers. Why? Because they are using old guidebooks and road maps that were designed for a traditional advertising world.
· Discover why, as a marketing leader, you must adapt your brand to consumers’ higher standards across this new brand-building landscape and must learn how to make a business case for investing in brand building.
· Plan for a new brand experience across all consumer touchpoints, from communications to retail experiences to products; a strategic plan to bring your vision to life and a road map to get you there.
As consumers continue to embrace all things digital to enhance their shopping experience, Forrester is conducting a series of research studies on the consumer’s new path to purchase. My colleague Cory Madigan introduces the first report in this series, focused on the buy phase of the customer life cycle. Here’s her take on these new behaviors:
Digital channels and devices have enabled today’s consumers to be more discerning about how they buy, from where, and at what prices. This disrupted “path to purchase” has complicated the marketer’s job as she tries to reach her shopper with more timely and relevant offers, both online and off. Particularly at the start of the buying process, consumers are doing more research online than ever. Which sites do they find most helpful when making a purchase decision? Forrester's recent North American Technographics® Consumer Deep Dive survey showed that about 1 in 5 found Google and Amazon most helpful, while half as many found traditional stores or websites most helpful. What other key trends should shopper marketers be aware of in 2012?
Today’s shopper is fluent in multiple channels and focused on value. Eighty-two percent of consumers researched a product before buying it, and nearly two-thirds of respondents say they pay more attention to prices and value now than they did a year ago. The savings mentality brought on by the Great Recession hasn’t eroded over time; progressive marketers will adapt to this new reality by shifting their focus away from competing on price and toward delivering superior value to shoppers. Emphasize retention and use smarter targeting to get your product in front of the right person at the right time.
Marketing mix modeling is no longer just a tool for consumer packaged goods (CPG) marketers to measure the effect of traditional marketing on overall sales. Today, marketing mix modeling (MMM) can help all marketers optimize their online and offline marketing budgets through predictive analytics that bring order to the chaos of an increasingly fragmented media landscape. But while the benefits of marketing mix modeling are significant, so too are the resources and planning required to embed it into your organization and marketing process. Forrester’s research shows that marketers are in different stages of maturity for integrating MMM into their organization and getting the most from this powerful tool. We are conducting a survey to better understand the state of MMM deployment within marketing organizations. We’ll use the results to help you and other marketers benchmark your MMM experience. So if you are a marketing mix modeling veteran, a newbie, or somewhere in between, take our 10-minute survey to share your experiences, and we’ll share the results with you.
Shopper marketing is going digital, providing shopper marketers with a plethora of new high-buzz technologies, devices, and platforms to communicate messaging, promotions, or content to their shoppers along their path to purchase. But with limited budgets, and such a wealth of options, which ones should they choose? To help shopper marketers prioritize their technology investments in 2012 and beyond, my colleague Cory Madigan and I evaluated 17 digital tools for using Forrester’s TechRadar™ methodology. The highlight trends reveal that:
Cool isn’t necessarily critical . . . yet. Social networking pages, interactive displays, and QR codes get a lot of attention in the marketing world, but we found that in terms of shopper marketing utility, real shoppers aren’t quite as smitten. The opportunity is there, but lack of scale, measurement, and clear value for the consumer has limited the traction of many of the more talked-about technologies in the digital shopper marketing arsenal.
The digital oldies are still the ROI goodies. When it comes to shopper utility, consumers and marketers still rely most on brand websites, content that brands create for specific retailers, and email to deliver the value they seek. Rather than being replaced by new technology, watch for these platforms to become better optimized for mobile. With mobile optimization, shopper marketers will be able to tie shoppers’ online activities at home — on a PC or tablet — to their smartphone activities while on-the-go.
How many times have you been asked, “What’s your social strategy?” As Facebook’s IPO grabs the headlines, and new social sites like Pinterest and Tumblr grab consumers’ attention, many marketers are wrestling with what brand building looks like in today’s social world. But the real question you should be asking yourself is, “How does social media change your brand strategy?”
Marketing leaders now view social media as critical for brand building. In our February 2012 Marketing Leadership Online Survey, nine out of 10 marketing leaders told us that social media is fundamentally changing how brands are being built in the 21st century. In fact, they view it as second only to search for brand building. But many are still struggling to determine how to integrate it into their marketing plans. The truth is, while social is a great new tool, it lacks the power to build a brand alone. Marketing leaders such as Coca-Cola and JetBlue recognize this and are integrating social with paid and owned media to build a 21st century brand experience. In my new report, "How Social Media Is Changing Brand Building," I identify three ways social media can help marketers harness the power of social to build their brand by 1) building a relationship to become more trusted; 2) differentiating through an emotional connection to become more remarkable; and 3) nurturing loyal fans to become more essential.
How is social changing your brand building strategy? What challenges are you facing in the social brand building world? Comment here, or join the conversation in our community of marketing leaders.
As digital infuses every medium, one of the oldest advertising mediums around — out-of-home — is getting a digital makeover. Forrester Researcher Cory Madigan recently attended a MediaPost summit on this topic. Here’s Cory’s take on the event:
On April 11th, MediaPost hosted a Digital Out-Of-Home Summit in New York. The event was primarily attended by digital out-of-home (DOOH) vendors, and the content was geared toward that audience, focusing on what the DOOH industry can do to help media planners and buyers shift spend to that channel. The opportunity is clear: As the medium closest to offline purchase, marketers can use DOOH to complete a marketing loop that involves TV, mobile, social, and out-of-home media. Tricia Nichols, global lead of consumer engagement and media strategy for Gap brands, noted that the interactivity of DOOH screens lends itself to in-store experiences, going beyond offers and into social loyalty. But with what seems like an obvious way to spend ad dollars, young DOOH media is having a hard time selling itself to media buyers and advertisers. How can the industry rise to the challenges it faces?
Media planners: Break out of your silos. Rather than plan with a customer-centric approach, media planners focus only on their channel with little collaboration across other media. Because many advertisers are already unsure how to integrate DOOH into broader campaigns and programs, opportunities to marry place-based media and mobile programs, for example, go by the wayside. Agencies and marketers need to plan media according to the customer life cycle, and DOOH will be more likely to add value and find the relevance it seeks by marrying the targeting and geolocation capabilities this medium offers with content made for its place in the customer life cycle.
As the world’s largest advertiser, any move by Procter & Gamble (P&G) is closely watched. So much attention has been paid to its recent announcement that it will cut $10 billion from its marketing budget over the next five years. In an interview last week with The Wall Street Journal, P&G’s Global Chief Marketing Officer Marc Pritchard elaborated on the company’s intent to lean more heavily on digital media at the expense of higher-ticket TV advertising as part of its cost-savings strategy. The Wall Street Journal interview is part of a PR push from P&G around its digital ambitions, highlighted in a Signal event in Cincinnati last week that focused on brand building in a digital world. The event brought in digital players and experts from Facebook and Google to Buddy Media and Flipboard as well as Forrester’s own eBusiness experts Sucharita Mulpuru and Andy Hoar. So why is P&G making this digital shift, and what does it mean?
The public event and announcements are, as the event name suggests, a signal — a welcome signal to Wall Street that P&G will be faster and more efficient (the company’s stock rose 3% with the budget-cutting news). It's a return shot across the bow to competitors such as Unilever and L’Oreal, which are both making high-profile advances in their digital ambitions, and a signal to P&G employees around the world that their leaders are serious about digital and that they need to accelerate change in the slow-moving P&G ship.