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Trends in Customer IntelligenceWhere the rubber meets the road in 2010
and beyond
January 14, 2010
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Today’s Speaker
Moderator
Hallie Mummert
Editor in Chief
Target Marketing
Dave Frankland
Senior Analyst
Forrester Research
Trends In Customer Intelligence
Dave Frankland
Principal Analyst
Forrester Research
Target Marketing webinar
January 14, 2010
5 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Customer Intelligence:
A command center to drive
corporate strategy and create
competitive advantage
6 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Agenda
• Marketers struggle to understand their customers
• Advanced firms use Customer Intelligence for
competitive advantage
• The building blocks of a Customer Intelligence
command center
7 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Agenda
• Marketers struggle to understand their customers
• Advanced firms use Customer Intelligence for
competitive advantage
• The building blocks of a Customer Intelligence
command center
8 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
The world has changed
• Limited consumer tolerance for marketing
9 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Consumers view marketing as irrelevant
10 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Consumers are overwhelmed
11 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Consumers want control
12 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
The world has changed
• Limited consumer tolerance for marketing
• Technologically and socially empowered consumers
13 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Consumers are just saying “No” to marketing
14 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Consumers’ trust in marketing is waning
Consumers trust
ratings and reviews
by one another more
than they trust
marketing campaigns.
December 2008 “Time To Rethink Your Corporate Blogging Ideas”
15 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Creators
Critics
Collectors
Joiners
Spectators
Inactives
Publish a blog
Publish your own Web pages
Upload video you created
Upload audio/music you created
Write articles or stories and post them
Post ratings/reviews of products/services
Comment on someone else’s blog
Contribute to online forums
Contribute to/edit articles in a wiki
Use RSS feeds
Add “tags” to Web pages or photos
“Vote” for Web sites online
Maintain profile on a social networking site
Visit social networking sites
Read blogs
Watch video from other users
Listen to podcasts
Read online forums
Read customer ratings/reviews
None of the above
And most consumers engage in social media
Groups include people participating in
at least one of the indicated activities at
least monthly.
24%
37%
21%
51%
73%
18%
Source: North American Technographics Interactive Marketing Online Survey, Q2 2009 (US)
16 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
The world has changed
• Limited consumer tolerance for marketing
• Technologically and socially empowered consumers
• Increased demand for marketing accountability
17 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Most firms can’t get out of their own way
• They are
– Organizationally constrained
18 Entire contents © 2009 Forrester Research, Inc. All rights reserved. Web TVStore
Marketer
Direct
Organizational structures prevent marketers from recognizing their customer
19 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Consumer
Web
TV
Phone
Store
Word of Mouth
Web TVStore
Marketer
Direct
Organizational structures prevent marketers from recognizing their customer
20 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
But most firms can’t get out of their own way
• They are
– Organizationally constrained
– Technologically constrained
21 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Consumers expect an experience across channels
22 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Consumers expect an experience across channels
Planning
(Marketing calendar)
Centralized decision
engine
Campaign
management
Interaction
Management
Offer
management
Analytical Data
Store
Operational
Data
Store
Customer
Outbound channels
Inbound channels
Budgeting
Measurement &
Analysis
— a complex challenge for marketers
23 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
But most firms can’t get out of their own way
• They are
– Organizationally constrained
– Technologically constrained
– Socially constrained
24 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Few firms fully integrate the listening process
Source: Listening Platforms landscape report
25 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
In 2009, more data will be
generated by individuals
than in the entire history
of mankind through 2008
-Andreas Weigend
Former Chief Scientist at Amazon.com
26 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Agenda
• Marketers struggle to understand their customers
• Advanced firms use Customer Intelligence for
competitive advantage
• The building blocks of a Customer Intelligence
command center
27 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Customer Intelligence
The management and analysis of customer data
from all sources, used to drive marketing
performance and business strategy.
28 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
October 2009 “The Intelligent Approach To Customer Intelligence”
CI comprises multiple functions
29 Entire contents © 2009 Forrester Research, Inc. All rights reserved. October 2009 “The Intelligent Approach To Customer Intelligence”
With varying degrees of integration
30 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
CI drives a broad range of activity
31 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
But firms’ CI quotient varies widely
Functional Intelligence
• Less likely to have the technology, staff, or
budgetary support needed for CI
• Unlikely to measure the value of CI
• Somewhat likely to use CI to drive marketing
planning and customer strategy
• Unlikely to use CI to drive corporate strategy,
marketing optimization, or for competitive
intelligence
32 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
But firms’ CI quotient varies widely
Marketing Intelligence
• CI drives multiple functions including customer strategy and marketing
planning
• CI is often a factor in customer interactions
• Somewhat likely to leverage CI across the company
• A minority measures the value of CI
Functional Intelligence
• Less likely to have the technology, staff, or
budgetary support needed for CI
• Unlikely to measure the value of CI
• Somewhat likely to use CI to drive marketing
planning and customer strategy
• Unlikely to use CI to drive corporate strategy,
marketing optimization, or for competitive
intelligence
33 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
But firms’ CI quotient varies widely
• CI is a valued asset at these firms
• More likely to have a C-level evangelist or champion for CI
• CI drives multiple functions including corporate strategy
• More likely to measure the value of CI
Strategic Intelligence
Marketing Intelligence
• CI drives multiple functions including customer strategy and marketing
planning
• CI is often a factor in customer interactions
• Somewhat likely to leverage CI across the company
• A minority measures the value of CI
Functional Intelligence
• Less likely to have the technology, staff, or
budgetary support needed for CI
• Unlikely to measure the value of CI
• Somewhat likely to use CI to drive marketing
planning and customer strategy
• Unlikely to use CI to drive corporate strategy,
marketing optimization, or for competitive
intelligence
34 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
But firms’ CI quotient varies widely
• CI is a valued asset at these firms
• More likely to have a C-level evangelist or champion for CI
• CI drives multiple functions including corporate strategy
• More likely to measure the value of CI
Strategic Intelligence
Marketing Intelligence
• CI drives multiple functions including customer strategy and marketing
planning
• CI is often a factor in customer interactions
• Somewhat likely to leverage CI across the company
• A minority measures the value of CI
Functional Intelligence
• Less likely to have the technology, staff, or
budgetary support needed for CI
• Unlikely to measure the value of CI
• Somewhat likely to use CI to drive marketing
planning and customer strategy
• Unlikely to use CI to drive corporate strategy,
marketing optimization, or for competitive
intelligence54% 34% 12%
35 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Strategic intelligence firms apply CI more broadly
36 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
CI is supported at the top more often within strategic intelligence firms
37 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
And they place a higher value on CI
38 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
October 2009 “The Intelligent Approach To Customer Intelligence”
Those that measure CI see many benefits
39 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Agenda
• Marketers struggle to understand their customers
• Advanced firms use Customer Intelligence for
competitive advantage
• The building blocks of a Customer Intelligence
command center
40 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Building blocks of a CI command center
People
Culture Technology
41 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Building blocks of a CI command center
People
Technology
42 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Building blocks of a CI command center
People
Culture
43 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Building blocks of a CI command center
Culture Technology
44 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Strategic intelligence firms have a more senior CI head
45 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
October 2009 “The Intelligent Approach To Customer Intelligence”
Customer Intelligence profiles
46 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
October 2009 “The Intelligent Approach To Customer Intelligence”
Customer Intelligence profiles
47 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
October 2009 “The Intelligent Approach To Customer Intelligence”
Customer Intelligence profiles
48 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
October 2009 “The Intelligent Approach To Customer Intelligence”
Customer Intelligence profiles
49 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Recommendations
• Define a baseline by auditing your current CI quotient
50 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Forrester has a “self-test”
51 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Recommendations
• Define a baseline by auditing your current CI quotient
• Collaborate with internal stakeholders to determine
desired state
52 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Recommendations
• Define a baseline by auditing your current CI quotient
• Collaborate with internal stakeholders to determine
desired state
• Socialize Customer Intelligence
– Build the team
– Demonstrate the value
– Align success with business results
53 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Recommendations
• Define a baseline by auditing your current CI quotient
• Collaborate with internal stakeholders to determine
desired state
• Socialize Customer Intelligence
– Build the team
– Demonstrate the value
– Align success with business results
• Rethink metrics and measurement frameworks
54 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Recommendations
• Define a baseline by auditing your current CI quotient
• Collaborate with internal stakeholders to determine
desired state
• Socialize Customer Intelligence
– Build the team
– Demonstrate the value
– Align success with business results
• Rethink metrics and measurement frameworks
• Rethink alignment and incentives
55 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Forrester’s Research Panel
• Each quarter, Forrester surveys 1,500 marketing and strategy
professionals about:
» Interactive marketing
» Customer experience
» Customer Intelligence
» eBusiness and channel
strategy
» Marketing leadership
» Consumer product strategy
» Consumer market research
• Gain insight, get data, and learn best practices from marketing
professionals. Join our panel today: www.forrester.com/Panel
56 Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Thank you
Entire contents © 2009 Forrester Research, Inc. All rights reserved.
Dave Frankland
+1 617.613.6118
Linkedin: davefrankland
@dfrankland
Blog: http://blogs.forrester.com/customer_intelligence/
CI site: www.forrester.com/rb/ci
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using the “Ask a Question” box on your
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