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<a href="/brad_strothkamp/10-03-16-usaa_proves_value_web_site_ratings_and_reviews_financial_services" title="USAA proves the value of Web site ratings and reviews to financial services">USAA proves the value of Web site ratings and reviews to financial services</a>
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<p class="byLine">Posted by <a href="/brad_strothkamp">Brad Strothkamp</a> on the <a href="/ebusiness_strategy">eBusiness & Channel Strategy Professionals</a> Blog on March 16, 2010</p>
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<img src="/f/b/analystpix/Brad-Strothkamp.gif" alt="Brad Strothkamp" title="Brad Strothkamp" width="89" height="89" class="analystPicture" /> <p>
Numerous conversations over the last few months with financial service firms has proven one thing to me - most are dealing with questions around social media and social commerce and yet few are sure how best to proceed. Much of what has been written thus far centers around the role social can play in the areas of marketing and brand, but there are beginning to be more stories that are surfacing around uses directly related to eBusiness on a firm's Web site.</p>
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The best case I have seen for social on a Web site came from USAA and is part of a case study I wrote with Tom Vaughn, director of social media at USAA. <a href="http://www.forrester.com/rb/Research/case_study_usaa_uses_social_media_to/q/id/55081/t/2"><strong>View Now</strong></a>.</p>
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<p>
What separates USAA's story from others we have heard? It is backed up with direct ROI and metrics in areas that drive the business - <em>conversion and sales</em>. USAA was able to prove that providing ratings and reviews using Bazaarvoice's solution drove an incremental 15 thousand plus products sales in a nine month period.</p>
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So should you rush out and add ratings and reviews to your Web site? Probably not since most financial services Web site fail to get the basics done right. But assuming you have the basics down, I would consider adding this one to your functionality roadmap.</p>
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Brad</p>
<a href="/brad_strothkamp/10-03-16-usaa_proves_value_web_site_ratings_and_reviews_financial_services" class="readMore arrow">Read more</a> </div>
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<a href="/ian_fogg/10-03-16-cloud_missing_ingredient_third_device_ipad_strategy" title=""Cloud" is the Missing Ingredient for a "Third Device" iPad Strategy">"Cloud" is the Missing Ingredient for a "Third Device" iPad Strategy</a>
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<p class="byLine">Posted by <a href="/ian_fogg">Ian Fogg</a> on the <a href="/consumer_product_strategy">Consumer Product Strategy Professionals</a> Blog on March 16, 2010</p>
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<img src="/f/b/analystpix/Ian-Fogg.gif" alt="Ian Fogg" title="Ian Fogg" width="89" height="89" class="analystPicture" /> <p>
Apple pitched the iPad at launch as <a href="http://news.bbc.co.uk/2/hi/8483654.stm" target="_blank">a third device that consumers would use alongside the PC and the phone</a>. While the iPad has genuinely innovative software and hardware, Apple has done little new to make the device easy to use in tandem with existing devices, beyond what is already in the iPhone. Consumers must sync the iPad using a cable with PC/Mac iTunes to transfer music or videos; while photos and podcasts are easiest if loaded the same way.</p>
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Apple has left too much in the hands of consumers to transfer and manage manually. For example, if a consumer wishes their video viewing position to be remembered across their devices, then they must sync first the iPad with iTunes, followed by syncing their iPhone or iPod. Contrast that with Amazon's Kindle: Whispersync maintains a person's reading position automatically between Kindle apps on PC or iPhone and Kindle eReaders.</p>
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The same issue hits multiple areas on iPad from games' scores and progress, the reading position on Apple's own eBooks, and the preferences of Apps downloaded from Apple's App Store, email, calendar and contacts.</p>
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There are workaround for some of the above from app developers. Games built with the <a href="http://plusplus.com/" target="_blank">Plus+</a> network essentially have their own cloud service built in. Consumers may sync Calendar/email/contacts with a cloud by using a specific provider such as <a href="http://www.google.com/mobile/sync/" target="_blank">Google apps</a>, a corporate account with Exchange, or Apple's own MobileMe. Other apps have their own app specific cloud abilities like Evernote or the iPhone/iPad Kindle app.</p>
<p>
For iPad to really fly, preferences, usernames, passwords, and content should transfer automatically across the different devices that Apple intends consumers to use together: PC, phone, and iPad. Apple should use a consumer cloud to do it. Consumers should not have to think, all of this should just work. Tethered sync is a twentieth century product feature.</p>
<p>
If Apple does not extend its consumer cloud services, iPad will rely on a patchwork of cloud services to deliver the third device experience. But, as a consumer cloud is essentially software, Apple could easily fix all of these things mid-life for existing iPad owners. iPad is after all very much a version 1.0 .</p>
<p>
Every time I think of the iPad as "the third device," the image of Orson Welles from the film <a href="http://www.imdb.com/title/tt0041959/" target="_blank">the Third Man</a> appears in my head:</p>
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<em>"You know what the fellow said – in Italy, for thirty years under the Borgias, they had warfare, terror, murder and bloodshed, but they produced Michelangelo, Leonardo da Vinci and the Renaissance. In Switzerland, they had brotherly love, they had five hundred years of democracy and peace – and what did that produce? The cuckoo clock."</em></p>
<p>
iPad is no cuckoo clock, but it's not, yet, a Michelangelo either.</p>
<a href="/ian_fogg/10-03-16-cloud_missing_ingredient_third_device_ipad_strategy" class="readMore arrow">Read more</a> </div>
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<a href="/mark_mulligan/10-03-16-why_michael_jackson_worth_more_dead_he_was_alive" title="Why Michael Jackson is Worth More Dead than he Was Alive">Why Michael Jackson is Worth More Dead than he Was Alive</a>
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<p class="byLine">Posted by <a href="/mark_mulligan">Mark Mulligan</a> on the <a href="/consumer_product_strategy">Consumer Product Strategy Professionals</a> Blog on March 16, 2010</p>
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<a href="http://www.nytimes.com/2010/03/16/arts/music/16jackson.html?src=me">The estate of Michael Jackson have reportedly signed a deal worth at least $250 million with Sony Music. </a> It might seem like a lot of money (heck, it is a lot of money) but this isn’t the crazy gamble on yesteryear that it might at first appear:</p>
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</p>
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<div class="item-list"><h3></h3><ul class="terms terms-inline"><li class="first"><a href="/category/sony_music">Sony Music</a></li>
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<li><a href="/category/music_industry_meltdown">Music Industry Meltdown</a></li>
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<a href="/mark_mulligan/10-03-16-three_key_questions_record_labels_digital_age" title="Three Key Questions for Record Labels in the Digital Age">Three Key Questions for Record Labels in the Digital Age</a>
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<p class="byLine">Posted by <a href="/mark_mulligan">Mark Mulligan</a> on the <a href="/consumer_product_strategy">Consumer Product Strategy Professionals</a> Blog on March 16, 2010</p>
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<img src="/f/b/analystpix/Mark-Mulligan.gif" alt="Mark Mulligan" title="Mark Mulligan" width="89" height="89" class="analystPicture" /> <p>
<a href="http://www.dnaindia.com/entertainment/report_warner-music-kkrbertelsmann-mull-emi-bid-sources_1359625">News reports today suggest that Warner Music may be planning for buying some or all of EMI in a post-bankruptcy fire sale. </a> As a Brit I’d be particularly sad to see EMI meet such a disappointing end, but there is an unnerving sense of inevitability with current events. I’m not a financial analyst and I’m not going to attempt to comment on the likelihood of Terra Firma meeting its debt obligations. But what I do think is interesting and relevant from a strategic perspective are the questions EMI’s predicament raises about the role of record labels in the digital age.<br />
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In fact there are three key questions record labels need to ask themselves:</p>
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Are they relevant and necessary anymore?</li>
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Are they innovating enough?</li>
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What role should they play?</li>
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Here's my take on what the answers should look like...</p>
<a href="/mark_mulligan/10-03-16-three_key_questions_record_labels_digital_age" class="readMore arrow">Read more</a> </div>
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<a href="/steven_noble/10-03-16-staying_nimble_age_global_matrix" title="Staying nimble in the age of the global matrix">Staying nimble in the age of the global matrix</a>
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<p class="byLine">Posted by <a href="/steven_noble">Steven Noble</a> on the <a href="/marketing_leadership">Marketing Leadership Professionals</a> Blog on March 16, 2010</p>
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<img src="/f/b/analystpix/Steve-Noble.gif" alt="Steven Noble" title="Steven Noble" width="89" height="89" class="analystPicture" /> <p>
We've seen it happen a thousand times before: a marketer gets excited about an emerging field like customer analytics or social media marketing, develops a sensible plan of action, and then runs face-first into reality, which looks something like this:</p>
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"HQ has already signed off on my budgets for this year; this will have to wait until next"</li>
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"Maybe if I can get Peter, Paul and Mary to agree to this at the regional marketing love-in, we can work together to convince global to consider it in the future"</li>
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"I heard the trial in North America is going well; but by the time the roll-out progresses through Europe, Asia, Latin America and Africa, a year will pass"</li>
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"Stuff it; let's just do our own thing; HQ can worry about process and efficiency later"</li>
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<p>
In other words, adaptive brand marketing is hard for any company — but especially for multinational enterprises. But the world does wait for your next global conference call. Customers keep buying and talking and changing their behaviour, as do your competitors. MNCs have no choice other than to stay nimble in the age of the global matrix, which is the topic I'll speak about at <a href="http://www.forrester.com/events/eventdetail?eventID=2429">Forrester's Marketing Forum 2010</a> in Los Angeles in April. See you there.</p>
<a href="/steven_noble/10-03-16-staying_nimble_age_global_matrix" class="readMore arrow">Read more</a> </div>
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<a href="/julie_ask/10-03-15-mobile_coupons_what_about_them" title="Mobile Coupons - What about them?">Mobile Coupons - What about them?</a>
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<p class="byLine">Posted by <a href="/julie_ask">Julie Ask</a> on the <a href="/consumer_product_strategy">Consumer Product Strategy Professionals</a> Blog on March 15, 2010</p>
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<img src="/f/b/analystpix/Julie_Ask.gif" alt="Julie Ask" title="Julie Ask" width="89" height="89" class="analystPicture" /> <p>
This is probably one of the top 10 inquiries I get from clients. Should I have a mobile coupon offering? If so, what form of mobile technology should I use? Our new <a href="http://www.forrester.com/rb/Research/mobile_coupons_gold_rush_or_fools_gold/q/id/56427/t/2">report</a>, "Mobile Coupons: Gold Rush or Fool's Gold?" addresses this question in more detail. This question was especially important in 2009 with the poor economy as consumers sought savings and deals.</p>
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</p>
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Do consumers use mobile coupons today? A few do. Our surveys show that a few percent have at least trialed mobile coupons. There have been some usability issues - how to opt in to programs, download a coupon application, breadth of offers available - as well as demand. Heavy users of mobile coupons are not necessarily heavy users of mobile data services. My grandmother cuts more coupons than anyone else I know. She has a prepaid 100 minute per month voice plan. Will she ever use mobile coupons? Probably not. She turns 90 this summer. A lot could change in 10 years, but until her arthritis is so bad that she can use scissors, I think she'll still be clipping coupons from the newspaper. I see more opportunities in luring young mobile-savvy cell phone users into opting in for programs.</p>
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</p>
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<li><a href="/category/mobile_advertising">Mobile advertising</a></li>
<li><a href="/category/mobile_products_and_services">mobile products and services</a></li>
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<a href="/emily_riley/10-03-15-its_time_evaluate_your_use_customer_data" title="It's time to evaluate your use of customer data">It's time to evaluate your use of customer data</a>
</h2>
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<p class="byLine">Posted by <a href="/emily_riley">Emily Riley</a> on the <a href="/interactive_marketing">Interactive Marketing Professionals</a> Blog on March 15, 2010</p>
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<img src="/f/b/analystpix/Emily_Riley.gif" alt="Emily Riley" title="Emily Riley" width="89" height="89" class="analystPicture" /> <p>The online space is moving swiftly toward audience targeting, where demographic, behavioral and contextual data are aggregated to create a better picture of a target audience. While the offline world has already established relatively structured data trading processes, online marketing is just beginning to really trade in this valuable currency. In fact, one of the companies I moderated a panel for, eXelate, is about to announce a partnership with Nielsen, which would make Nielsen's panel data available for purchase and use on display targeting campaigns.<br />
While it is true, as Emily Steele notes in the <a href="http://online.wsj.com/article/SB10001424052748703447104575117972284656374.html?KEYWORDS=Nielsen">Wall Street Journal</a>, that Congress and consumer advocacy groups are concerned about so much data being aggregated for online marketing use - which could cause improper use of consumer data for targeting purposes - it is also true that both marketers and consumers can benefit from this use if it's done right. Using consumer behavior data is not new, but what is new is how easy it is to aggregate data and get a clearer picture of what a customer wants. For interactive marketers, this presents both opportunities (giving customers better deals on things they like to buy) and risks (targeting with data that should remain private.)<br />
Navigating this terrain can be difficult for marketers who want to create a good customer experience but don't want to cross the line into murky territory. To help determine how to maximize your use of customer data, join us for our panel. We will have some of the leading players in the data space on a panel at the Marketing Forum on April 22 to discuss how data plays a role in the interactive media buying process. To learn more click <a href="http://www.forrester.com/events/eventdetail/0,9179,2429,00.html?sTab=agenda">here.</a></p>
<a href="/emily_riley/10-03-15-its_time_evaluate_your_use_customer_data" class="readMore arrow">Read more</a> </div>
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<a href="/ed_kahn/10-03-15-never_believe_single_data_point_when_forecasting" title="Never believe a single data point when forecasting">Never believe a single data point when forecasting</a>
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<p class="byLine">Posted by <a href="/ed_kahn">Ed Kahn</a> on the <a href="/market_research">Consumer Market Research Professionals</a> Blog on March 15, 2010</p>
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<p>
We often receive questions such as “researcher X’s forecast is much higher/lower.” I always take these remarks seriously – there are many elements an analyst has to take into account in forecasting and I’ve learned over time that the content of these conversations drives the value of the forecast (for both parties).</p>
<p>
Recently I had a discussion with a client who was skeptical of our growth projection for digital music subscriptions in our recent <a href="http://www.forrester.com/rb/Research/research_internet_music_forecast_summary_1209_us/q/id/56194/t/2">Music forecast</a>. We discussed that a key input to our estimate are discussions with companies providing these services and understanding their growth outlook. But these discussions are expectedly biased, that’s why we routinely challenge providers to defend their expectations but we also look for corroborating data to indicate direction and scale of change. Similarly, if survey respondents happen to love a product idea, it has potential but there’s no certainty that consumers will eventually spend money on that product. What we look for is a solid pattern of evidence supporting a growth hypothesis along with a paucity of evidence supporting the alternative (decline).</p>
<p>
As part of the forecast process, we as analysts debate various hypotheses and I shared the content of those discussions with this client, which helped him understand that our growth expectation for digital subscription is supported by evidence beyond the confidence of subscription providers.</p>
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<a href="/bruce_temkin/10-03-12-customer_experience_management_europe" title="Customer Experience Management In Europe">Customer Experience Management In Europe</a>
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<p class="byLine">Posted by <a href="/bruce_temkin">Bruce Temkin</a> on the <a href="/customer_experience">Customer Experience Professionals</a> Blog on March 12, 2010</p>
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<This post was orginally published in <a href="http://experiencematters.wordpress.com/"><strong><u><font color="#810081">Customer Experience Matters</font></u></strong></a>></p>
<p>
In preparation for my speeches in London and Stockholm, I examined the responses from our Q4 2009 customer experience survey of executives which was the basis for my research on North American companies called <a href="http://experiencematters.wordpress.com/2010/02/26/the-state-of-customer-experience-2010/" target="_blank" title="The State Of Customer Experience, 2010">The State Of Customer Experience, 2010</a>.</p>
<p>
It turned out that there were 53 responses from Western European firms with annual income of at least $150 million. While this was not a large enough sample size for me to publish in a research report, it was certainly interesting enough for me to present during my speeches. So I thought I’d share some of the data here.</p>
<p>
First of all, there’s definitely a lot of interest in customer experience in Europe. Forty-seven of the respondents said that customer experience was either critical or very important to their firm’s 2010 strategy and, as you can see below, three-quarters of the respondents said that there company is trying to differentiate itself with customer experience. </p>
<p class="rtecenter">
<img alt="" height="318" src="http://experiencematters.files.wordpress.com/2010/03/cxp-objectives_small.png?w=448&h=318" title="Objectives For Customer Experience At European COmpanies" width="448" /></p>
<p>
Only 6% of the respondents said that they had a very disciplined approach to customer experience management. Here’s what they identified as major obstacles for improving customer experience:</p>
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<a href="/bruce_temkin/10-03-12-take_stock_customer_experience_leaders" title="Take Stock In Customer Experience Leaders ">Take Stock In Customer Experience Leaders </a>
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<p class="byLine">Posted by <a href="/bruce_temkin">Bruce Temkin</a> on the <a href="/customer_experience">Customer Experience Professionals</a> Blog on March 12, 2010</p>
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<img src="/f/b/analystpix/Bruce-Temkin.gif" alt="Bruce Temkin" title="Bruce Temkin" width="89" height="89" class="analystPicture" /> <p>
<This post was orginally published in <a href="http://experiencematters.wordpress.com"><strong>Customer Experience Matters</strong></a>></p>
<p>
Jon Picoult, the Founder of Watermark Consulting, just published a blog post called <a href="http://www.customerthink.com/article/return_on_customer_experience_investments" target="_blank" title="(CustomerThink) Yes, Virginia, There Is A Return On Customer Experience Investments"><font color="#333333">Yes, Virginia, There Is A Return On Customer Experience Investments</font></a>. He looked at the stock performance of companies based on how well they did in Forrester’s Customer Experience Index (CxPi).</p>
<p>
It’s great work! Here’s a graphic from his post that shows how customer experience leaders outperform customer experience laggards in the stock market. His analysis used the results from our <a href="http://experiencematters.wordpress.com/2007/11/27/forresters-2007-customer-experience-rankings/" target="_blank" title="Forrester’s 2007 Customer Experience Rankings"><font color="#333333">2007 CxPi</font></a>.</p>
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<a href="http://www.customerthink.com/article/return_on_customer_experience_investments" onclick="window.open(this.href,'_blank','scrollbars=no,resizable=yes,toolbar=no,directories=no,location=no,menubar=no,status=no,left=0,top=0'); return false" style="display: inline"><img alt="(Customer Think) Yes, Virginia, There Is A Return On Customer Experience Investments" border="0" class="asset asset-image at-xid-6a00d8341c50bf53ef0128777e98f5970c " src="/f/b/_tp/.a/6a00d8341c50bf53ef0128777e98f5970c-800wi" title="(Customer Think) Yes, Virginia, There Is A Return On Customer Experience Investments" /></a></p>
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