Tag Archives: real time

Marketing Technology: Mobile People & Portable Brands

The idea of mobile communications is not something new, it’s just that things have progressed immensely since the days prior to the Internet and PDA devices.

What lies ahead is a huge opportunity for brands to get closer to their customers daily lives by  becoming integral to their cutomers’ processes. For me, the idea orignated when I was at IBM where self-serve technologies, such as the ATM and airline check-in kiosk were beginning to take hold. One of my colleagues quipped “Yes, it’s really about the customer saying to the brand ‘come into my process’ but I will remain in control of the transaction”.

This was compelling as it freed the customer not only from delays (lineups at the airport) but it suggested that the customer could transact when and where they pleased – on their own terms.

With mobile devices – PDA’s if you will, customer (and brands) can enjoy more freedom than ever before. No longer encumbered by a fixed location to transact, bank customers can now do their banking from wherever and whenever they choose. The same goes for those who travel by air, say, using Air Canada or Virgin Airways.

Mobile applications can and are being developed for many brand categories. Pharmaceutical apps can help patients with prescription continuance and information on disease states; automotive dealerships send service alerts so that maintenance schedules are adhered to; transit systems can notify passengers when the next bus is about to arrive at a stop.

At the end of the day, its about people who are mobile, devices that enable ‘anywhere computing’ and brands that are portable – the ultimate engagement & collaboration.

– Ted Morris, 4ScreensCRM

Marketing Research Mindset: Stop Debating ‘Social’

Yes, look here for answers

Is it research or something else? Social media, Business Intelligence, Customer Relationship Management, Online Communities and Marketing Research (MR) – all are ways to listen and understand customers.

My guess is that MR is filled with the most angst amidst some sort of identity crisis in relation to social media.  Witness this recent piece in Research Magazine:

The survey of marketers, conducted for the IAB by research agency Opinion Matters, found that the most common use of social media was to drive awareness and consideration of a brand, as well as engagement and advocacy. 60% of the firms surveyed said they were using social media for research purposes, but when asked where social media fits in their organisation (selecting all answers that applied from a total of six), only 12% chose research, compared to 73% who chose marketing, 33% who chose PR/communications and 20% who chose ‘other’.

No wonder there is angst. MR isn’t really seen as delivering value when in comes to social media. If you get a migrane just thinking about social media, consider the following possible remedies:

1. Social Media won’t go away but respondents have: While people are giving up land lines and don’t like getting unsolicited mail, they’re opting to express opinion on the Internet in a pure, organic way. Partner with an online monitoring firm and create a new social science.

2. Stop hiring more MR professionals: Instead, hire people who understand the digital space. Marketing Technologists speak to ways in which applications enable the marketing process and the customer experience. Innovate.

3. Clients are buying-in to marketing research online (MROCs) and owned media platforms: In order to deliver incremental perceived value – business insights or new ideas – you must play in the right sandbox when it comes to customer listening.

4. Stop acting like an accounting function : It’s the job of the MR professional to guide the CMO and others, in a brand or customer management role, to see the way forward. Focus on what’s in the cloud and drive the next big idea. Act in real-time.

5. If you try to prove ROI you will die: Ask yourself, how many things does an enterprise do without having to justify with ROI? Do marketing, strategy, HR and finance have to deliver ROI to justify their existence? MR needs to focus on business benefits as the way of knitting together social media across the enterprise. Be the Voice of the Customer.

Leadership is the best way to overcome angst and clears the way for taking ownership. No one will fault you for that.

– Ted Morris, 4ScreensCRM

Becoming Customer-Centric: The Social Enterprise

“Time discovers truth”, said the Roman philosopher Seneca 2000 years ago.

With this in mind, it’s been some time since I taught the course “Becoming Customer-Centric” at IBM‘s Advanced Business Institute in Palisades, NY. This was when the Internet was an enabler of e-business and  CRM was in its early days. Social networks did not exist.

So I recently thought of the “Social Enterprise”. Back in Y2K,  CRM was seen as the panacea for companies with a vision to become customer-centric. This is to say, enterprises lead with technology to drive CRM implementation. Other companies adopted the “Outside-In” view, with the customer as focal point, as their approach to delivering optimal business value across every customer touchpoint.

Things are much different now and for the better. Here’s why:

1. The Portable Brand: The web and the world of the customer has given rise to the Open Brand – On-demand, Personal, Engagement and Networking. This does not mean loss of brand control, but instead, new opportunity to deliver flawless customer experiences, across all touchpoints, according to the brand promise. Mobile applications now afford customers to interact with their favourite brands as they are on the move around the physical and virtual worlds, hence the “Portable Brand”.

2. Customer Outsourcing: New opportunties abound, especially in customer service at pennies per transaction. This is especially true for mobile apps at under $0.10 per contact but also of web-based transactions where customers provide instant feedback on the experience. Customers are saying “come into my process” as they exert their new found powers to influence the relationship agenda.

3. The Web as Data Warehouse: The Internet is a vast but unorganized data warehouse of customer experience stories waiting to be mined –  it’s like harvesting bottled water from a huge stream virtually for free; a new era of customer behavioural analytics will re-define the traditional purchase funnel;

4. “Outside-In” rediscovered: Companies can extend their boundaries deep into the customer’s world in a most personal way to the point where the company/customer boundary disappears. This effectively renders the product-led “Inside-out” approach to process design and technology selection obsolete especially for brands that evoke high emotional involvement on the part of the customer;

5.Sense & Respond” is redefined: The Social Web transcends geography therefore providing global brands with a unique opportunity to leverage their footprint in all markets, in real time, always on. Companies are taking on new ways of listening to customers via online monitoring of consumer-generated content, running viral advertising campaigns and engaging cusumers in on-line forums and communities.

Upon further reflection, those days at the Palisades might as well been in Seneca’s time.

– Ted Morris, 4ScreensCRM

Forrester’s Latest on CRM Trends:Opinion

Forrester Research has recently released it’s 2010  perspective on CRM. William Band, the lead analyst, prefaces the report by asking “As the economy recovers, what are the key trends that will drive customer relationship management (CRM) strategies and technology adoption in 2010?”

Here are my own observations on some of Forrester’s 11 key trends:

Trend #1) Companies return to investing in their most important asset — customers: This should never stop but credit to those who realize the importance of this vital asset. By re-orienting the enterprise back to the customer, companies will be able to sense and response to emerging wants and needs in period of tremendous upheaval in the marketplace. Various aspects of the web that affect the way consumers shop for and purchase will translate in to changes across all customer-facing touchpoints of the enterprise and filter back to the supply chain.

Trend #4) Social CRM hype reaches a crescendo, but projects remain in pilot mode: Makes sense as sCRM technology has outpaced the CMO’s ability to absorb and understand the business utility of a wide variety of applications.  For example, FourSquare, while it has intriguing possiblities for retailers, is only at the stage where some (mainly coffee shops) are offering discounts on product. Companies, such as Ford Motor Company, have seen promising results with viral campaigns, notably a significant number of pre-orders in the US market for the soon-to-be-launched Fiesta.  At the other end of the spectrum, few companies have been able to derive clear benefits from Social Networks such as Facebook, other than having a web presence. 

Trend #5) Customer service embraces real-time methods: This is a huge opportunity as it will generate two clear deliverables for the business case – reduce costs of customer service delivery and drive down cycle time to problem resolution. This trend falls in the category of ‘quick hit’ as it takes little effort to set up extension of the customer service function on Twitter and conversation can take place in real time. Additionally, it has the potential to offload contact centre traffic and deliver the added beneft of broadening the customer’s touchpoint options for contacting the enterprise for service/product queries.

Trend #8) Mobile CRM becomes a must-have capability: This may be the jewel in the crown. Not surprisingly, the travel industry has been quick to embrace this technology, as it has been at the forefront of self-serve for some time re. airline check-in kiosk at the airport, via desktop or mobile device. Hilton Hotels, for example, has rolled out mobile apps that enable guests to manage their reservation status remotely, use the GPS function to search for hotels, order special services while en route or check their frequent stay points balance while travelling. I call this “being able to take your brand with you anywhere you go” CRM.

Trend #10) Scrutiny of business cases remains intense: As it should. With some much in front of the CMO these days, the range of possibilities is intensely confusing. I believe that this is one of the main obstacles to adoption, early or otherwise, as too many people advocate one technology solution over another without providing the necessary guidance to client companies. What is needed are clear strategy and process roadmaps with an eye to benefits and outcomes rather than an obsessive (and futile) focus on ROI. Until such time, piloting projects will remain the order of the day rather implementing cross-enterprise processes and technologies that support the business transformation.

Thanks to the Forrester team for prompting this dialogue on CRM.

– Ted Morris, 4ScreensCRM

Marketing Research and the Rise of the Social Machines

I recently had the pleasure of providing a guest post for the AMA – American Marketing Association’s Marketing Research Conference held last week. These are times of transformation for an industry reputed to see the world through a rear-view mirror rather than drive marketing innovation. With this in mind, here are some further musings:
Mobile and the Generation ‘Effect’: Verizon just announced it is exiting the land line business by 2012. This gives credence to what some telecom industry analysts have been suggesting – the general public will have completely disconnected from land lines by 2020. Most consumers aged 16-29 currently do not have a landline subscription and are one of the most difficult target markets to contact for survey research. If you think your teenage son or daughter are hard to reach because of their preoccupation with mobile devices and the Internet, just imagine how mobile the world will be in 5, 10, 20 years. It’s quite possible that some market segments will only being reachable via a social site or mobile device; with portability or ‘go anywhere computing’ a term once coined by IBM, it will be difficult to ascertain whether or not the target respondent is actually based in a specific geographic location or physical market.

Brand Community Building: While some say “the consumer now controls the brand”, brands have commissioned companies such as Communispace to establish brand communities – online aggregations of consumers who have a specific loyalty, interest and adherence to a brand. Communispace has built over 300 online brand communities for clients such as HP, Kraft, Reebok, Starwood, and GSK. Brands use communities for direct feedback on product experience, innovation, service ideas, and value augmentation, allocating dollars that would normally go to marketing research budgets.

The complexity of business challenges will be augmented by the emergence of Owned Platforms. Owned Platforms, essentially a form of private label media, is moving the locus of brand management and control back to the brand. Procter & Gamble provides a great example of this with the multi-platform launch of Rouge Magazine www.rougemagazine.com. According to a recent report by WARC, P&G is also launching Supersavvyme,  a digital place for “savvy” mothers to gather. This Owned Platform will feature articles, blogs, discussion forum and special offers. In fact, P&G has put the ‘freemium’ concept on its ear by offering choc-a-block assortments of coupons and offers, a notable feature of the free Rouge quarterly.

Social Media Monitoring (SMM) Platforms: Five years ago the marketing research industry scoffed at such listening platforms. The biggest objection I heard was that social media monitoring “wasn’t market research.”  This would have been like saying that digital advertising wasn’t true advertising since it did not use traditional creative, media and pricing models. SMM Platforms will continue to grow in terms of capabilities, scope, cost and business applications. Back in 2003 there were less that a dozen viable SMMs in business; today there are over 50, at that is just in the US alone — and clients are buying their services with monies previously allocated to traditional survey-based research.

Many of the world’s largest and most well known brands are going digital in a large way – Coca-Cola, Ford, Dell and Lufthansa, are already there and leading the way; many others are migrating in that direction. In response, agency networks are reshuffling the deck. WPP, Omnicom, Publicis for example have acquired significant digital capabilities.  All are using social media applications to ‘sense and respond’ to customer requirements at times bypassing traditional marketing research as the need for “real time/on demand” consumer feedback grows.

These challenges also touch many related professional services including business intelligence and management consulting. Taking an ‘Outside-In view’, that of our the client, similar challenges exist at the functional and execution levels. The silver lining for marketing research in all this is the opportunity to take an active role in providing a foreword view for the brand. This means being a catalyst in the convergence of digital technology and marketing and placing innovation and invention at the forefront – Ted Morris ©4ScreenMedia