1 A Forrester Consulting Thought Leadership Paper Commissioned By Neustar August 2015 Marketing Relevance In An Omnichannel World How Data And Measurement Are Key To Customer Engagement
2 Table Of Contents Executive Summary... 1 Marketers Continue To Strive For Seamless Delivery Of Omnichannel Experiences... 2 Inability To Execute Keeps Marketers From Reaching Full Omnichannel Potential... 3 To Achieve Omnichannel Success, Wisely Leverage Customer Data... 8 Key Recommendations Appendix A: Methodology Appendix B: Demographics/Data Appendix C: Endnotes ABOUT FORRESTER CONSULTING Forrester Consulting provides independent and objective research-based consulting to help leaders succeed in their organizations. Ranging in scope from a short strategy session to custom projects, Forrester s Consulting services connect you directly with research analysts who apply expert insight to your specific business challenges. For more information, visit forrester.com/consulting. 2015, Forrester Research, Inc. All rights reserved. Unauthorized reproduction is strictly prohibited. Information is based on best available resources. Opinions reflect judgment at the time and are subject to change. Forrester, Technographics, Forrester Wave, RoleView, TechRadar, and Total Economic Impact are trademarks of Forrester Research, Inc. All other trademarks are the property of their respective companies. For additional information, go to [1-MZV3SX]
3 1 Executive Summary Today s customers are more demanding than ever. They want the right information, at the right time, on any device of their choosing. Due to this high level of customer empowerment, marketers jobs are becoming increasingly difficult. For marketers to succeed in this environment, online experiences need to be personalized, relevant, and engaging to capture customers fragmented attention. As the number of channels that marketers coordinate continues to grow, success requires seamless execution of omnichannel (also sometimes called cross-channel) marketing. This trend is driving marketers into a frenzy to better understand their customers and more accurately anticipate their needs. Combining first-party data with third-party data in order to predict customer behavior enables contextually relevant, value-driven engagement. Programmatic ad buying, now a mainstream component of digital marketing, further makes real-time measurement of campaign effectiveness a vital requirement. Although this continuous cycle of data ingestion, campaign execution, and success measurement holds a lot of promise for marketers, it also leaves them seeking help to automate at least part of the process. In March 2015, Neustar commissioned Forrester Consulting to evaluate the stages of omnichannel marketing maturity in terms of marketers ability to meet their customers needs. In addition, Forrester developed a hypothesis to test the assertion that marketers are unprepared for omnichannel marketing due to organizational, data management, campaign execution, and measurement challenges. These obstacles prevent them from delivering seamless, contextually relevant experiences that deepen engagement across channels and platforms. Furthermore, the success of omnichannel marketing hinges upon the ability to develop a complete picture of the customer regardless of channel or device. KEY FINDINGS Forrester s study yielded three key findings: Marketers understand the need to increase their omnichannel marketing capabilities. In the age of the customer, marketers are increasingly aware that they cannot act in isolated channel siloes. Surveyed marketers understand that in order to capture customers increasingly fragmented attention, they must execute seamless, consistent, and personalized experiences across devices and online and offline channels. Measurement and data quality challenges hinder omnichannel growth. In order to execute across channels, marketers must first understand how their customers are currently engaging with them. Without insights into behaviors, preferences, and attitudes, campaigns will continue to fall flat. Marketers will overcome this roadblock by stitching together disparate data sources to gain a more complete view of the customer to create contextual experiences. There is a path for marketers to evolve with time. Although the gap may feel wide, it is not impassable. By prioritizing areas of growth based on their customer needs and company maturity level, marketers can begin developing processes and implementing technologies that will help them collect the right data, share it across channels, and measure effectiveness. The key is not implementing too much change so quickly that it becomes overwhelming. Instead, gradually guide the company along the steps of successful omnichannel marketing execution. Online experiences need to be personalized, relevant, and engaging. As the number of channels that marketers need to coordinate continues to grow, success requires seamless execution of omnichannel marketing. This is where we found most firms are failing. In conducting an in-depth survey and interviews with omnichannel marketing professionals, Forrester found that mature omnichannel marketers integrate more descriptive data (behavioral and attitudinal) and have more robust measurement capabilities in order to deliver on their omnichannel marketing goals.
4 2 Marketers Continue To Strive For Seamless Delivery Of Omnichannel Experiences Forrester Research defines today s consumer empowerment as the age of the customer. That means customers are now more mobile, consume more information, and buy more online than ever before. 1 They follow their own purchase paths, crossing back and forth between online and offline channels. With shopping opportunities open to them 24x7, customers no longer adhere to how marketers want them to engage with messaging. In order to capitalize on this transition, marketers must build capabilities that engage customers on customers terms. To accomplish this, coordinating and delivering personalized experiences consistently across channels is imperative. This evolution from channel-specific to omnichannel campaigns provides marketers with the opportunity to improve relevance and deliver sustainable competitive advantage. To aid in creating more contextual experiences, marketers are implementing marketing technologies, including data management platforms (DMPs) and customer analytics, to identify, engage, and understand customers across channels. However, in order for these technologies to function efficiently, they must be carefully implemented and treated as a core competency instead of as an appendage to existing marketing processes instigating the culture change required to compete in the age of the customer. Therefore, marketers must drive the business technology (BT) agenda that will integrate systems and processes to win, serve, and retain customers. 2 Achieving omnichannel success enables firms to: Drive profitability. Marketers who identify themselves as mature omnichannel marketers are more likely to achieve their revenue plans and see growth than those who identify themselves as transitioning (see Figure 1). Address key initiatives. Marketers understand that omnichannel marketing has the potential to have a high or extremely high impact on their key drivers of success: increasing online sales (62%), increasing customer satisfaction or similar metrics (59%), and increasing profitability (55%) (see Figure 2). FIGURE 1 Marketers Who Self-Identified As Mature Omnichannel Marketers Are More Likely To Achieve Their Revenue Plans And See Growth How successful is your organization at achieving its revenue plan? How would you characterize your company s revenue growth rate over the past 12 months? We easily exceed our revenue goal every quarter/period 3% 21% 10% or higher revenue than our goals 3% 34% We hit our goal more than 75% of the time 62% 71% 1% to 9% higher revenue than our goals 47% 42% We hit our goal 51% to 75% of the time 8% 29% We met our revenue goals 24% 39% We hit our goal 25% to 50% of the time 8% Transitioning* Mature 1% to 9% lower revenue than our goals 11% Transitioning* Mature Base: 38 US B2C channel marketing decision-makers who identify their orgs as mature multichannel marketers *Base: 38 US B2C channel marketing decision-makers who identify their orgs as transitioning multichannel marketers
5 3 FIGURE 2 Omnichannel Marketing Has A High Impact On Marketing s Key Drivers Of Success Please indicate the level of impact that implementing cross-channel marketing has had on the following. Extremely high impact High impact Moderate impact Minor impact No impact Don t know/na Increasing profitability 30% 25% 35% 8% 2% Increasing customer satisfaction or similar metrics 29% 30% 31% 8% 2% Increasing online sales 19% 43% 20% 11% 5% 2% 4% Increasing offline sales 19% 25% 33% 14% 5% Decreasing operating costs 19% 30% 31% 14% 5% 1% Increasing operating costs 18% 20% 36% 18% 8% Increasing call center volume 11% 33% 23% 20% 7% 6% Base: 96 US B2C channel marketing decision-makers Deliver engaging customer experiences. Omnichannel marketers use data and analytics to make informed decisions regarding customer strategies, regardless of industry or audience. Measurement is a key component to take customer engagement to the next level. In fact, 94% of marketers are trying to either always or sometimes unify cross-channel measurement to understand the holistic experience of the customer across devices. 3 Inability To Execute Keeps Marketers From Reaching Full Omnichannel Potential Although omnichannel marketing is a primary goal for the majority of marketers, executing on that strategy is proving to be a challenge, based on our survey of 96 marketers across industries. According to marketers surveyed, the success of omnichannel continues to hinge on the customer and the ability to deliver seamless, contextually relevant experiences that deepen engagement. Omnichannel capabilities, such as rich audience profiles across multiple channels of engagement, are critical for success. Mastery of these capabilities is imperative for building a foundation that will allow marketers to execute effectively moving forward. MEASURING OMNICHANNEL MARKETING MATURITY In order to understand the current state of marketers ability to execute successful omnichannel programs, Forrester examined their omnichannel maturity across four dimensions: Organizational structure. A collaborative environment with executive sponsorship enables marketers to act upon their omnichannel initiatives, including common goals and the ability to measure them. Contextual understanding. Leveraging CRM and thirdparty data to deliver contextually relevant customer experiences to target audiences is critical, including the ability to incorporate preferences, actionable recommendations, and predictive determination of value. Customer identification. Recognizing customers based on their interactions across devices and channels is necessary to deliver personalized experiences. This is inclusive of browser (cookie) and mobile device data to construct a single view of customers. Measurement and attribution. Collection, integration, and normalization of interaction data should be optimally leveraged for measurement and attribution analysis. This
6 4 unified measurement approach helps marketers understand their customers holistic experiences, including the ability to close the loop from online to offline interactions. The ability of a company to execute across these four dimensions translates into one of four levels of omnichannel maturity. The model provides marketers with a clear understanding of where they stand and how to build capabilities to increase omnichannel maturity (see Figure 3). Key factors to evolve across layers include gaining leadership buy-in and setting customer experience as a companywide goal. The four levels of omnichannel maturity are: Level 1 operate channel-specific silos. These marketers need to advance their siloed capabilities. They never or rarely are able to execute omnichannel campaigns, and they use rudimentary tools like spreadsheets to manage customer lists and channelspecific response metrics. Their marketing efforts depend on separate teams who leverage disconnected technologies and services for , web content management, or social media listening. To move to the next level, they need to begin stitching data together to understand customer interactions and break down organizational silos. To accomplish this, they should invest in customer data management to apply deeper insights to both inbound and outbound communications. Level 2 integrate data across channels. These marketers are beginning to build more mature capabilities, but still have a long road ahead. At this level, though they have invested in cross-channel campaign, marketing resource, and marketing asset management tools for automation and greater efficiency, they rarely or only sometimes deploy consistent campaigns across all channels. They realize the importance of regular updates to synchronize CRM and audience data and have begun modeling high-value audiences with insights derived from offline and third-party data. To move to the next level, they need to integrate all digital and offline channels, and analyze the resulting data for insights to understand highvalue customers. To accomplish this, they should leverage their investments in enterprise marketing technologies to enable consistency across all digital and offline channels. marketing strategy. At this level, they begin to deploy predictive analytics for propensity, churn, upsell, and cross-sell, and they use a value-based approach to measurement (e.g., customer lifetime value.) Because they take a more comprehensive approach to data management and audience modeling, they have begun to explore programmatic ad buying. To move to the next level, they must operationalize analytical processes and align customer metrics with business key performance indicators (KPIs). To accomplish this, they need to continuously apply and refine technologies that focus on increasing data capabilities and personalization. This includes data mining, modeling, and predictive analytics along with online testing and targeting to optimize performance. Level 4 orchestrate real-time contextual marketing. These marketers are leading the pack and are almost always executing on unified, customer-centric capabilities. At this level, they have become customer-focused (rather than channel-focused) and are able to leverage continuously refreshed data to automate contextually relevant real-time offers across inbound and outbound channels, both digital and offline. They align technologies that support direct marketing campaigns and content with data management and demand-side platforms that drive digital advertising and media content. Advanced measurement capabilities such as cross-channel attribution and marketing mix modeling enable them to calibrate marketing investments aligned with customer demand and business objectives. To continue to differentiate, they should focus on more seamless integration to deliver consistent experiences across the entire customer life cycle. Deploying real-time interaction management will balance messaging across appropriate customer touchpoints. Level 3 leverage insights to optimize marketing. These marketers have established a cross-channel practice, and they are beginning to optimize their
7 5 FIGURE 3 Omnichannel Marketing Maturity Model Level 4: Orchestrate real-time contextual marketing Omnichannel marketing with fully embedded operational insights Data insights from multiple sources Technology real-time interactions Success standard end-to-end performance measurement, regardless of channel Level 3: Leverage insights to optimize marketing Omnichannel success Multichannel center of excellence, increased focus on quality Personalized marketing based on analytics and measurement Data interactions and preferences Technology automation and efficiency Success standard execution of a more personalized journey based on target segments Level 2: Integrate data across channels Data CRM and third-party sources Technology cross-channel execution Success standard understanding of high-value customers and how they engage across channels To move to Level 3: To move to Level 4: Recognize individual customers. Understand real-time context. Measure and adapt continuously. Personalize based on profiles. Connect disparate channels. Develop omnichannel insights. Channel-specific tactics with varying standards of measurement Level 1: Operate channel-specific silos Data channel silos Technology channel execution Success standard creation of dashboards and reporting for channel-specific performance To move to Level 2: Create a single view of customers. Augment CRM data with third-party data. Model high-value customers. Time
8 6 MARKETERS CONTINUE TO MATURE THEIR OMNICHANNEL CAPABILITIES As omnichannel marketing continues to evolve, marketers continue to play catch-up with their capabilities. Only 40% of marketers in our survey feel they are mature, with another 40% feeling they are transitioning to omnichannel marketing. This evolution leaves plenty of room for growth. The key challenges marketers need to overcome are: Mastering cross-device identification. Customers leverage the Internet anytime, anywhere, and Forrester s research shows that 41% of US online adults access the Internet on their smartphone several times per day. 4 Due to the growth in mobile Internet access, both mature and transitioning companies reported that creating a consistent cross-device experience is their top challenge. Measuring performance across channels. Even though marketers are reporting some success, measurement continues to be a key challenge. Only 4% of marketers reported having a unified measurement strategy, with 14% reporting an optimized strategy (see Figure 4). This is also reflected in understanding customer omnichannel interactions, with 35% of marketers indicating it is one of their top three challenges (see Figure 5). Turning data and analytics into insights and actions. Even when marketers are able to collect cross-channel data, they don t always use it to have an effective impact on the omnichannel customer experience. Although 82% of marketers claim to track customer interactions across channels, only 60% know how to engage their high-value customers, and 51% will distribute the same content to all customers (see Figure 6). Centralizing the organization around omnichannel goals. In order to execute on omnichannel marketing goals, company alignment is integral. Mature companies are more likely (45%) than transitioning (29%) to have integrated teams across marketing and technology to quickly react to customer preferences. 5 Transitioning companies will continue to face challenges unless they centralize marketing goals on audience engagement, rather than on channel metrics. FIGURE 4 Only 4% Of Marketers Report They Have A Unified Measurement Strategy For Marketing Campaigns How would you describe the measurement strategy for your marketing campaigns? Unified, measure performance of all channels in addition to incorporating satisfaction and engagement Optimized, spend is optimized through performance metrics Cross-channel and crossdevice, use insights from multiple channels to make decisions Siloed, measure channels individually 4% 14% 21% Base: 96 US B2C channel marketing decision-makers Source: A commissioned study conducted by Forrester Consulting on behalf of Neustar, April 2015 Our greatest challenge is trying to figure out where the consumer is, and how to reach them. Younger consumers want the Amazon experience. But we need to appeal to all audiences and deliver a rich customer experience. Director of advertising, large US insurer We were slow to develop really solid data integration tools, and it s now a challenge to our business model. When we turn a prospect into a customer, we don t have the data to know everything we could about them through their ecommerce experience. Marketing director, large US telecom 61%
9 7 FIGURE 5 Respondents Top Marketing Challenges Relate To The Omnichannel Experience What are your firm's biggest challenges to accomplishing your marketing goals? Understanding customer cross-channel interactions 16% 9% 10% Creating a consistent cross-device (multiscreen) experience 13% 11% 9% Maintaining customer data quality across campaigns 13% 7% 11% Cooperating with other parts of marketing/business units 7% 9% 8% Centralizing company goals on customer engagement 8% 6% 10% Unifying campaigns or interactions across multiple marketing technologies 5% 10% 9% Allocating adequate budget or sufficient staffing 7% 11% 4% Aligning analytics/customer insight with customer interactions 7% 11% 4% Proving results to the executive team to garner support and budget Increasing coordination with internal groups or external agencies 7% 7% 6% Unifying data across internal groups or functions (marketing, ecommerce, claims, etc.) 8% 5% 8% 4% 5% 11% Attributing results across the life cycle and not last touch 4% 5% 6% Centralizing company goals on customer engagement is more challenging for transitioning companies than for mature companies. Base: 96 US B2C channel marketing decision-makers FIGURE 6 Eighty-Two Percent Of Respondents Can Track Omnichannel Customer Interactions, But 51% Will Distribute The Same Content To All Customers Please indicate whether the following statements about your cross-channel customer recognition capabilities are true or false. (Those who indicated true ) We are able to track customer interactions across channels We are able to deliver a seamless experience across devices We are able to predict high-value customers 69% 72% 82% We are able to recognize high-value customers, but do not know how to best engage them The content we distribute is the same, regardless of the customer We have difficulty identifying high-value versus low-value customers 51% 47% 60% Base: 96 US B2C channel marketing decision-makers
10 8 To Achieve Omnichannel Success, Wisely Leverage Customer Data In order to overcome these omnichannel marketing challenges, marketers need to leverage their data assets to personalize experiences based on customer needs. Simple segmentations based on demographics and high-level preferences will no longer suffice. Instead, marketers must merge traditional customer data with third-party data to uncover behavioral and attitudinal insights to better engage high-value customers. To achieve omnichannel success, marketers must: Leverage behavioral and attitudinal data across channels. In order to create engaging, personalized messaging, you need to know what your customers are doing, where they are doing it, and why they are doing it. Behavioral data, such as a customers purchasing habits, channel usage, and click-through rates, can help marketers understand where customers are interacting across channels and what is most relevant to them in terms of content. Attitudinal data what customers think is important and how they feel about the brand provides the why. Mature marketers are more likely to track behavioral and attitudinal data across channels than those who are transitioning 19 and 47 percentage points more, respectively (see Figure 7).. Those who are transitioning are more likely to be in the planning stages of tracking this type of data. Linking behavior and attitudinal information to more traditional demographic information helps marketers customize communications to a customer s inferred preferences. Recognize and target customers across touchpoints. Seventy-nine percent of mature marketers today said they are able to track user behavior across channels in regards to their omnichannel targeting programs. 6 These marketers ability to understand omnichannel engagement enables them to better predict and adapt to customer needs regardless of touchpoints. If your interactions with customers are just based off of generalities, you end up with something spurious, something disingenuous. You need to have a full view of the customer. Marketing director, large US telecom Centralize analytics to more quickly turn insights into action. Figure 5 shows that cooperating with other parts of the business is the fourth biggest challenge for FIGURE 7 Mature Marketers Are 19% And 47% Percentage Points More Likely To Track Behavioral And Attitudinal Data Across Channels Are you able to link the following data types across channels? Yes, we are able to today No, but we plan to in the future No, we have no plans to do so Don t know Third-party data 64% 27% 5% 4% CRM data (or other first-party data) 61% 28% 5% 5% Descriptive data 59% 28% 6% 6% 3% Interaction data 58% 32% 6% Attitudinal data 51% 36% 5% 7% 3% Behavioral data 51% 40% 6% Mature cross-channel orgs are more often able to link behavioral (66% versus 47% transitioning) and attitudinal data (76% versus 29% transitioning) cross-channel today. Base: 96 US B2C channel marketing decision-makers
11 9 marketers looking to create an omnichannel experience. In order to streamline data from insights into action, mature companies are more likely to always have integrated teams across marketing and technology. They are also more likely to sometimes or always provide actionable recommendations based on the performance of marketing and media initiatives. Combine marketing technologies to maximize datadriven capabilities. Mature marketers create sophisticated data and analytics environments to derive actionable insights. They further implement identity resolution/linkage, marketing attribution, and multiple demand-side platforms (DSPs) to effectively leverage these insights to orchestrate omnichannel marketing. In particular, mature organizations are 23% more likely to implement three or more DSPs. Key omnichannel technology capabilities to strive for are: Data integration. Unify CRM applications and customer data management capabilities to ensure data quality. Continuously ingest data to model customer value and create value-driven customer interactions. Data effectiveness. Augment customer data with third-party data to gain a more complete and accurate picture of the customer. Leverage identity resolution and measurement tools to understand what s working with which customers and improve customer engagement. Leverage multiple DSPs to support programmatic media across all devices. Customer life-cycle management. Integrate enterprise marketing technologies to enable the recognition and identification of customers as they move across channels and devices, both online and offline. Real-time interaction management (RTIM). Focus on a holistic approach to capture and attribute campaign success across channels, in real time where possible. Leverage enterprise marketing software, advanced analytics, DSPs, and digital marketing as they converge to deliver real-time interaction management.
12 10 Key Recommendations Building capabilities to become a more mature omnichannel marketing organization is a step-by-step process that cannot be rushed. Trying to implement everything at once will overwhelm marketing organizations, paralyzing their ability to act. To succeed in creating a sustainable omnichannel marketing program, marketers must: Engage with the right customers. In order to achieve revenue goals in the age of the customer, companies need to focus less on advertising to all customers and more on creating lasting relationships with the right customers. Realigning priorities to adapt to this change will help marketers prioritize data points to identify their most valuable customers. Defining KPIs around customer engagement with these high-value audiences is key to this culture change. Integrate the right customer data and analytics to turn insights into action. Most companies have mounds of data, but analyzing it for insights into the creation of contextually relevant customer experiences is where marketers continue to fail. Understand what data is currently available and what systems are being used. Assess potential technologies that will help analyze the right data, and apply the resulting insights across marketing programs. Close the loop with measurement to create comprehensive omnichannel marketing insights. Build on core capabilities to enable omnichannel maturity. Success with omnichannel marketing does not happen overnight. Marketers must evolve across the four dimensions of omnichannel maturity: organization, contextual understanding, customer identification, and measurement and attribution. Identify areas of weakness within these dimensions to integrate the right processes and/or technologies to bring you closer to achieving your cross-channel goals.
13 11 Appendix A: Methodology In this study, Forrester conducted an online survey of 96 B2C organizations in the US to evaluate cross-channel marketing maturity. Survey participants included decision-makers in channel marketing influencing multiple marketing channels. Questions provided to the participants asked about the organization s cross-channel marketing attitudes and behaviors, the benefits of cross-channel marketing, and the technologies that enable and assist cross-channel marketers. Forrester also interviewed two cross-channel marketing decision-makers to gain additional insight. Interview participants were offered a financial incentive as a thank you for time spent on the survey. The study began in March 2015 and was completed in April Appendix B: Demographics/Data FIGURE 8 Survey Demographics Using your best estimate, how many employees work for your firm/organization worldwide? 5,000 to 19,999 employees 18% 1,000 to 4,999 employees 34% 20,000 or more employees 3% 500 to 999 employees 45% Which of the following best describes the industry to which your company belongs? Healthcare 8% Financial services and insurance 7% Consumer packaged goods 7% Travel and hospitality 6% Automotive 5% Telecommunications services 2% Business or consumer services 1% Manufacturing and materials 1% Electronics 1% In your job, which of the following best describes the audience that your products or marketing are targeted to? Primarily consumers 28% Only consumers 16% Advertising or marketing 35% Equal combination of consumers and businesses 56% Retail 25% Which of the following best describes your current position/department? Advertising 6% Which title best describes your position at your organization? Seniormost marketing decisionmaker in the company 34% Marketing 94% Executive in charge of all marketing for one or more products/groups/divisions Executive in charge of one or more marketing department or marketing function Director in charge of one or more marketing departments or functions Manager of marketing reporting to an executive in marketing, with at least one direct report 22% 18% 11% 15% Base: 96 US B2C channel marketing decision-makers
14 12 FIGURE 9 Survey Demographics: Channel Marketing Responsibilities What best describes your role with your company's involvement in the following channels? I am a key decision-maker managing the person with purchasing power I influence decisions, but have no say in final purchase I am a key decision-maker and have primary purchasing power I have no role in this area I influence decisions and have some purchasing authority marketing 32% 46% 14% 4%4% Website 34% 43% 10% 9% 3% Content marketing 33% 42% 19% 4% 2% Paid social media 31% 42% 14% 7% 6% 3% Direct mail/telemarketing 27% 44% 22% 4% Mobile messaging 31% 40% 15% 11% 3% 3% Product feeds 27% 43% 25% 2% Search retargeting 28% 42% 20% 7% 3% Organic search 30% 40% 19% 4% 7% Created social media 34% 35% 22% 7% 1% Traditional display advertising 27% 42% 23% 6% 2% Mobile display ads 24% 44% 24% 5% 3% Paid search 27% 41% 19% 10% 3% Local optimization 29% 38% 21% 8% 4% Performance display 26% 39% 23% 8% 4% Mobile SEO 23% 38% 23% 10% 6% Base: 96 US B2C channel marketing decision-makers (percentages may not total 100 because of rounding)
15 13 Appendix C: Endnotes 1 The age of the customer is here. To prove this, we analyzed recent economic and survey data and reviewed the practices of over a dozen companies that have made customer-focused transformations. We found that customers are now more mobile, consume more reviews, and buy more online than ever before. Source: Winning In The Age Of The Customer, Forrester Research, Inc., April 6, Yet most firms still treat technology as discrete tools to procure rather than as a core competency to exploit. As a result, customer insights (CI) professionals responsible for their firm's marketing technology strategy miss the opportunity to shape and execute their firm's business technology (BT) agenda a to-do list across roles for applying technology, systems, and processes to win, serve, and retain customers. Source: Unlock Customer Context With Marketing Technology, Forrester Research, Inc., January 2, Source: Winning In The Age Of The Customer Forrester Research, Inc., April 6,
A Forrester Consulting Thought Leadership Paper Commissioned By Salesforce ExactTarget Marketing Cloud August 2014 Refresh Your Approach To 1:1 Marketing How Real-Time Automation Elevates Personalization
A Forrester Consulting Thought Leadership Paper Commissioned By Criteo February 2016 People-Focused Marketing At The Speed Of Today s Connected Consumers Engage your Audience with Real-Time Context and
A Forrester Consulting Thought Leadership Paper Commissioned By SAP Delivering New Levels Of Personalization In Consumer Engagement A Guide For Marketing Executives: Strategy, Capabilities, And Technologies
A Forrester Consulting Thought Leadership Paper Commissioned By Google July 2015 Moments That Matter Intent-Rich Moments Are Critical To Winning Today s Consumer Journey Table Of Contents Executive Summary...
A Forrester Consulting Thought Leadership Paper Commissioned By TIBCO Software February 2016 Improving The Retail Experience Through Fast Data Overview Customers expect better-individualized experiences
A Forrester Consulting Thought Leadership Paper Commissioned By EverString December 2015 How Predictive Marketing Analytics Boosts B2B Business Performance Table Of Contents Executive Summary... 1 Marketing
A Forrester Consulting Thought Leadership Paper Commissioned By Experian Marketing Services The Road To CrossChannel Maturity Build On Skills And Established Digital Channels To Achieve Cross-Channel Mastery
Real-time Customer Engagement and Big Data are Changing Marketing Real-time Customer Engagement and Big Data are Changing Marketing Marketing is rapidly approaching to what marketers have often dreamed
A Forrester Consulting March 2015 Thought Leadership Paper Commissioned By Qubit Optimizing The Digital Customer Experience Marketers Must Adopt And Embrace Continuous Optimization Table Of Contents Executive
A Custom Technology Adoption Profile Commissioned By IBM February 2014 Big Data Ups The Customer Analytics Game Introduction In the age of the customer, enterprises invest in creating actionable customer
A Forrester Consulting Thought Leadership Paper Commissioned By AT&T August 2013 Table Of Contents Executive Summary... 2 The Profile Of Respondents Is Across The Board... 3 Investment In Collaboration
USE CASES Ensighten Activate Ensighten One Ensighten Pulse Use Case: On-Site Targeting based on Off-Site Display Ad Deliver relevant content to customers after they viewed or clicked through an Off-Site
A Forrester Consulting October 2014 Thought Leadership Paper Commissioned By Oracle Why You Need To Be A Modern Marketer: The Business Impact Of Marketing Maturity In The Age Of The Customer Table Of Contents
A Forrester Consulting Thought Leadership Paper Commissioned By Digital River May 2014 Be Direct: Why A Direct-To- Consumer Online Channel Is Right For Your Business 1 Table Of Contents Executive Summary...2
A Forrester Consulting Thought Leadership Paper Commissioned By Gainsight April 2014 An Executive Primer To Customer Success Management Table Of Contents We Live In A Subscription Economy Learn To Manage
A Forrester Consulting Thought Leadership Paper Commissioned By Gainsight April 2014 How To Get Started With Customer Success Management Table Of Contents Four Actionable Steps To Setting Up Your Customer
Continuous Customer Dialogues STRATEGIES FOR GROWTH AND LOYALTY IN MULTI-CHANNEL CUSTOMER-ORIENTED ORGANIZATIONS whitepaper TABLE OF CONTENTS: PAGE Overview...3 The Continuous Customer Dialogue Vision...4
A Custom Technology Adoption Profile Commissioned by Trillium Software November, 2011 Introduction Enterprise organizations indicate that they place significant importance on data quality and make a strong
A Forrester Consulting Thought Leadership Paper Commissioned By Google May 2014 Cross-Channel Attribution Is Needed to Drive Marketing Effectiveness Table of Contents Executive Summary...1 Advanced Measurement
A Forrester Consulting Thought Leadership Paper Commissioned By FICO Decisions Based On An Informed, Intimate, And Immediate Understanding Of Customers Are the Next Normal January 2013 Table Of Contents
Executive Summary... 2 Sales Reps And Operations Professionals Need Rich Customer Data To Meet Revenue Targets... 3 Lack Of Accurate, Timely, And Actionable Customer Data Makes Goal Attainment Difficult...
Exceptional Customer Experience AND Credit Risk Management: How to Achieve Both Lynn Brunner Experian and the marks used herein are service marks or registered trademarks of Experian Information Solutions,
A Forrester Consulting Thought Leadership Paper Commissioned By Google DoubleClick August 2014 A Faster Pace For Retail Paid Search Real-Time Insights Are Critical To Competitive Advantage Table Of Contents
A Forrester Consulting Thought Leadership Paper Commissioned By PubMatic August 2015 Real-Time Data Analytics Empowering Publishers To Make Better, Faster Decisions Table Of Contents Executive Summary...
A Forrester Consulting Thought Leadership Paper Commissioned By 4INFO and Acxiom August 2014 Master Mobile Measurement To Unleash True Cross-Channel Advertising Table Of Contents Executive Summary... 1
A Forrester Consulting Thought Leadership Paper Commissioned By Tapad July 2014 The New Path-To- Purchase The Connected Consumer s Cross- Device Journey Table Of Contents Executive Summary... 1 Today s
A Custom Technology Adoption Profile Commissioned By BMC Software January 2015 Digital Business Requires Application Performance Management Introduction Digital is transforming the rules of business success.
Omnichannel Strategy Adoption At Tipping Point, Marketers Share Action Plans By Karlene Lukovitz Industry Report by Exclusive Sponsor Introduction Marketers are keenly aware of the tremendous potential
A Custom Technology Adoption Profile Commissioned By Magnetic May 2015 Intent Data Can Sharpen Your Competitive Edge Introduction Using intent data for customer acquisition and retention is important for
October 27, 2009 Case Study: ING Delivers Personalized Product Offers Across Channels In Real Time by Alexander Hesse for Customer Intelligence Professionals Making Leaders Successful Every Day October
A Forrester Consulting Thought Leadership Paper Commissioned By Janrain Unlock The Promise Of Customer Data How Comprehensive Profiles Hold The Key To Effective Personalization June 2014 Table Of Contents
A Forrester Consulting Thought Leadership Paper Commissioned By Accenture January 2015 CPG Sales Leaders Go Multichannel A Guide To CPG Sales And Channel Management In A Digital World Table Of Contents
A Custom Technology Adoption Profile Commissioned by Amdocs Improving The Agent Experience Moves The Needle On Customer Satisfaction Introduction Today, the gap between customers expectations and the service
A Forrester Consulting October 2014 Thought Leadership Paper Commissioned By Infosys Simplify And Innovate The Way You Consume Cloud Table Of Contents Executive Summary... 1 Cloud Adoption Is Gaining Maturity
The State of Marketing Report 2015 TABLE OF CONTENTS EXECUTIVE SUMMARY KEY FINDINGS DETAILED INSIGHTS 2 3 6 Meeting Consumer Needs Consumer Channel Preference Marketers Current Workflow How Marketers Workflow
5 Tenets of Modern Marketing Targeting The foundation of any effective Modern Marketing effort is to ensure you have a clear and accurate picture of your potential customers. Without the proper strategies
White paper Customer Engagement Improving customer relationships How top companies maximize lifetime value through effective customer engagement Page 2 Customer experiences help drive long-term profits.
The Power of Personalizing the Customer Experience Creating a Relevant Customer Experience from Real-Time, Cross-Channel Interaction WHITE PAPER SAS White Paper Table of Contents The Marketplace Today....1
ANALYTICS Analytics defined Analytics is the process of studying data to identify potential trends, evaluate decisions, or assess the performance of a tool, event, or scenario. The process should include
IBM Software Thought Leadership White Paper IBM ExperienceOne 5 tips to engage your customers with event-based marketing Take advantage of moments that matter with in-depth insight into customer behavior
A Custom Technology Adoption Profile Commissioned By Genesys Telecommunications Laboratories Leverage Cloud-Based Contact Center Technologies To Provide Differentiated Customer Experiences March 2013 Introduction
Accenture Life Sciences Rethink Reshape Restructure for better patient outcomes The Rising Opportunity for CMO-CIO Collaboration in the Pharmaceutical Industry Demographics Life Sciences Pharma/Biotech:
A Forrester Consulting Thought Leadership Paper Commissioned By Silverpop How Marketers Should Rethink Their Approach To Marketing Automation May 2012 Table Of Contents Executive Summary... 2 The Current
Everyone can change the web. Anytime. Anywhere. Create a compelling, dimensional web experience and engage your customers. Experience is everything. 1 2 3 Experience Is Everything Why customers leave your
A Forrester Consulting Thought Leadership Paper Commissioned By salesforce.com The Five Imperatives To Delivering Great Customer Service May 2013 Table Of Contents Executive Summary... 2 1. Customer Experiences
Solution in Detail Healthcare Executive Summary Contact Us Patient Relationship Management 2013 2014 SAP AG or an SAP affiliate company. Attract and Delight the Empowered Patient Engaged Consumers Information
A Forrester Consulting Thought Leadership Paper Commissioned By Zebra Technologies October 2015 Is It Time To Refresh Your Wireless Infrastructure? Table Of Contents Executive Summary... 1 The Age Of The
Intelligence-Powered CRM Enhance Existing CRM Initiatives With Customer Intelligence by Suresh Vittal with Dave Frankland and Allison Smith Executive Summary As organizations become increasingly customer-centric,
A Forrester Consulting Thought Leadership Paper Commissioned By AdRoll September 2015 B2B Prospecting Goes Digital In The Age Of The Customer Marketers Must Follow B2C s Lead To Better Engage Digitally
A Forrester Consulting Thought Leadership Paper Commissioned By VMware July 2015 Leverage Micro- Segmentation To Build A Zero Trust Network Table Of Contents Executive Summary... 1 Current Security Implementations
A Forrester Consulting Thought Leadership Paper Commissioned By Silverpop Use Behavioral Marketing To Up The Ante In The Age Of The Customer A Winning Strategy And A Path To Higher Gains May 2013 Table
A Forrester Consulting Thought Leadership Paper Commissioned By Sitecore A Research Study Finds Proven Results, Significant Faults, And A Path To Higher Gains May 2012 Table Of Contents Executive Summary...
A Forrester Consulting Thought Leadership Paper Commissioned By hybris October 2013 Online And Mobile Are Transforming B2B Commerce Firms That Act Now Will Gain Appreciably, Companies That Don t Will Fall
IBM Software Business Analytics Social Analytics Social Business Analytics Gaining business value from social media 2 Social Business Analytics Contents 2 Overview 3 Analytics as a competitive advantage
Digital Customer Experience Digital. Two steps ahead Digital. Two steps ahead Organizations are challenged to deliver a digital promise to their customers. The move to digital is led by customers who are
A Forrester Total Economic Impact Study Commissioned By SAS Project Director: Dean Davison February 2014 The Total Economic Impact Of SAS Customer Intelligence Solutions Intelligent Advertising For Publishers
2014 Digital Marketing Optimization Survey results Top lessons learned from the leaders Table of contents 1: Introduction 2: Five lessons from the top 20% #1: They test to make decisions 3: #2: They put
An Oracle White Paper October 2010 Siebel Financial Services Customer Relationship Management for Banking Executive Overview Banks are in constant interaction with customers. A winning and proven strategy
A Custom Technology Adoption Profile Commissioned By BMC Software November 2014 Capacity Management Benefits For The Cloud Introduction There are many benefits that enterprises can realize by moving workloads
The Mobile Data Management Platform Reach Relevant Audiences Across Devices and Channels with High Impact Ad Targeting 1 Introduction As users spend more time engaging with media on mobile devices, brands
A Forrester Consulting Thought Leadership Paper Commissioned By StrongView January 2014 Marketing s Big Leap Forward Overcome The Urgent Challenge To Improve Customer Experience And Marketing Performance
DATA SHEET Smarter Commerce for Smarter Customers Today s customers are deciding when and where the buying process begins, when it ends, who will be part of it, what order it will follow and how all elements
Banking the way we see it Optimizing Multi-Channel Customer Service to Support Customer Centricity Delivering a differentiated customer experience Table of Contents 1. Highlights 3 2. Introduction 4 2.1.
Retailers Plan To Expand Online Customer Service Channels In 2010 But Disconnection Between Customer Service And Brand May Spell Trouble by Diane Clarkson with Carrie Johnson, Elizabeth Stark, and Kate
G00270685 Agenda Overview for Digital Commerce, 2015 Published: 18 December 2014 Analyst(s): Jennifer Polk Marketing is making a greater impact on, and taking more responsibility for, digital commerce.
Data-DrivenDesign DigitalExperienceTeamsAreFocusedonWebsite MetricsThatDon tdemonstratebusinessvalue A Forrester Consulting Thought Leadership Paper Commissioned By Extractable Digital Experience Teams
More Revenue, Faster Right Time Revenue Optimization More Revenue, Faster Summary: The Short List Here s our suggested short list from this paper: What is right time revenue optimization? It s marketing
A Forrester Consulting Thought Leadership Paper Commissioned By Trend Micro Key Strategies To Capture And Measure The Value Of Consumerization Of IT Enterprises Achieve A Wide Range Of Benefits By Deploying
Omni-Channel Shoppers: An Emerging Retail Reality Retail marketing is changing. Today, success means connecting with your most important customer: the omni-channel shopper. Here we detail the three ways
The optimization maturity model Know where you are so you can move forward Table of contents 1 Digital optimization 2 Optimization maturity model 2 Five levels of optimization maturity 5 Benefits of becoming
A Custom Thought Leadership Spotlight Commissioned By Accenture Interactive October 2015 Digital Transformation In The Age Of The Customer: A Spotlight On B2C RESULTS FOCUSING ON B2C FROM THE THOUGHT LEADERSHIP
RESEARCH NOTE February 2015 ASSESSING CUSTOMER SERVICE MATURITY AN IN-DEPTH LOOK AT MICROSOFT CUSTOMERS THE BOTTOM LINE Organizations are increasingly challenged to deliver higher quality, more consistent
A Forrester Consulting March 2015 Thought Leadership Paper Commissioned By Infosys The Digital Insurer In 2015 Insurance Business Performance Depends On Digital Table Of Contents Executive Summary... 3
Foreword Retail industry is currently going through a once-in-a-generation transformation, primarily driven by more evolved shoppers and technological innovations. This has resulted in a structural shift
G00270737 Agenda Overview for Social Marketing, 2015 Published: 19 December 2014 Analyst(s): Julie Hopkins Social marketing programs are maturing; executives increasingly expect ROI to follow social marketing
Advertising Automation SOFTWARE OVERVIEW Nanigans powers the world s most successful in-house advertising teams. Automate your customer acquisition and remarketing campaigns using Nanigans, with programmatic
Segmentation for High Performance Marketers Right Time Revenue Optimization STEP-BY-STEP GUIDE A Journey not a Destination High performance marketers recognize that market segmentation strategy is a journey
A Forrester Consulting Thought Leadership Paper Commissioned By Dell Companies Progress Their Customer-Centric Approaches And See Positive Business Outcomes July 2011 Table Of Contents Executive Summary...
Under the lens: Addressing business challenges with real-time analytics TABLE OF CONTENTS: Summary...1 Industry trends for real-time analytics use...2 Market trends surrounding business intelligence...2
OMNI-CHANNEL MARKETING Top 9 Questions TABLE OF CONTENTS 2 3 5 7 8 9 10 11 12 13 14 15 16 Table of Contents Introduction Top 9 Questions How does omni-channel differ from multi-channel marketing? Why is