For Customer Intelligence Professionals

Marketing Dashboards Advance Strategic Thinking Across The Enterprise

by Julie M. Katz, November 20, 2009

Dashboards allow Customer Intelligence (CI) professionals to better influence marketing strategy and drive corporate activities beyond marketing. But many firms don't use them. Absent a culture of sharing, sufficient resources, and clean data, dashboard . . .

For eBusiness & Channel Strategy Professionals

eBusiness Professionals: Plan Your Customer Intelligence Strategy Now

How To Develop A Focused Customer-Centric Approach

by Brian K. Walker, November 16, 2009

The importance of eBusiness professionals to the customer intelligence (CI) effort is clear. As owners of the online profit and loss (P&L), they must align with the CI command center to drive a true multichannel, multipronged approach, which Dave . . .

For Customer Intelligence Professionals

The Privacy Exchange Disconnect

Marketers Must Show Value For Consumer Information

by Dave Frankland, November 16, 2009

Consumers and marketers have contradictory impressions of the value marketers provide in exchange for the consumer data they collect. Marketers claim they deliver more relevant products, services, and ads based on the consumer information they capture. . . .

For eBusiness & Channel Strategy Professionals

Adaptive Brand Marketing: An eBusiness Perspective

by Sucharita Mulpuru, November 13, 2009

Adaptive Brand Marketing is a flexible approach in which marketers respond quickly to their environment to align consumer and brand goals and maximize return on brand equity. We expect marketing professionals to embrace this new approach in order to keep . . .

For Customer Intelligence Professionals

Assessing Your Customer Intelligence Quotient

A Diagnostic Tool To Gauge Your Firm's Customer-Centric Prowess

by Dave Frankland, November 12, 2009

Forrester introduced the concept of a Customer Intelligence (CI) quotient that indentifies three levels of CI maturity in firms: functional intelligence, marketing intelligence, and strategic intelligence. At the highest maturity level, the Customer Intelligence . . .

For Customer Intelligence Professionals

Reinforce Privacy Through Full Disclosure

Marketers Must Embrace Privacy To Avoid Consumer Outcry

by John Lovett, Dave Frankland, October 29, 2009

Despite consumer privacy concerns, the vast majority of Web sites from retailers to healthcare providers are actively tracking the behavior of online visitors. This practice is well within the rights of these Web site operators not because they adhere . . .

For Customer Intelligence Professionals

Consumer Privacy Is A Ticking Time Bomb For Customer Intelligence Executives

Consumers Are No Longer Passive About Their Privacy

by Dave Frankland, October 29, 2009

Despite renewed interest from Washington, D.C., regarding consumer privacy, the marketing industry continues to call for self-regulation — a concept that is given shorter shrift following its perceived role in preventing the financial crisis. Given this . . .

For Customer Intelligence Professionals

Case Study: ING Delivers Personalized Product Offers Across Channels In Real Time

by Alexander Hesse, October 27, 2009

Dutch bank ING's marketing campaigns were losing effectiveness because many of them weren't relevant to the bank's customers. The bank's organizational structure, processes, applications, and heavy reliance on direct mail were not meeting the needs of . . .

For Interactive Marketing Professionals

Recession Realities Improve Interactive Marketing

by Shar VanBoskirk, October 23, 2009

The recession has forced interactive marketers to think more conservatively about budget, to trim staff, and to rebudget more frequently than they would in better economic conditions. We expect tighter conditions to create habits and initiate conditions . . .

For Interactive Marketing Professionals

Developing Social Marketing Skills

Draw On Existing Core Marketing Skills To Improve Social Marketing Efforts

by Sean Corcoran, October 21, 2009

With 82% of US online adults active with social technologies, social marketing has become an essential part of any marketing organization. Moreover, social marketing requires new skills from marketers and their organizations, placing pressure on managers . . .

For Customer Intelligence Professionals

The Intelligent Approach To Customer Intelligence

A Framework For Turning Customer Data Into Smart Business Strategy

by Dave Frankland, October 16, 2009

Marketers who measure the impact of their Customer Intelligence (CI) say that it not only boosts campaign-specific metrics but also improves customer acquisition, retention, and satisfaction, as well as revenue, profitability, and customer value. Yet, . . .

For Marketing Leadership Professionals

Adaptive Brand Marketing

Rethinking Your Approach To Brands In The Digital Age

by Lisa Bradner, October 9, 2009

Today's brand marketing organizations are ill equipped to handle the world of "always on" marketing in the digital age. To remain relevant, marketing leaders will embrace Adaptive Brand Marketing — an approach encouraging rapid response to align consumer . . .

For Customer Intelligence Professionals

Adobe's Acquisition Of Omniture Rocks Online Marketing

by Suresh Vittal, John Lovett, September 24, 2009

On September 15, 2009, Adobe announced that it would acquire Omniture for $1.8 billion. Adobe's CEO, Shantanu Narayen, promised that the combined entity would help marketers "realize the full value of their digital assets." Forrester believes that while . . .

For Consumer Market Research Professionals

Technographics® Survey Highlights: Trust In Marketing And Advertising In Europe  (542 KB PPT)

by Jacqueline Anderson, September 16, 2009

This highlight deck summarizes the key findings related to marketing and advertising from Forrester's European Technographics Benchmark Survey, Q2 2009. This is the fourth survey highlight in a series from the European Technographics Benchmark Survey, . . .

For Customer Intelligence Professionals

Creating A Customer Contact Governance Council

Successful Contact Strategies Require Cross-Functional Support

by Suresh Vittal, Dave Frankland, September 10, 2009

An enterprisewide contact strategy is an important key to success for the marketing organization. Optimal contact strategies help marketers reduce contact fatigue, lower opt-out rates, reduce costs, and embrace customer centricity. But most marketers . . .

For Marketing Leadership Professionals

Marketing Teams Need Business Skills

How CMOs Can Develop More Strategic Marketing Teams

by Mary Beth Kemp, July 22, 2009

As marketing teams are getting smaller due to layoffs and budgets are getting tighter, it is more important than ever for marketers to nurture their remaining talent and strengthen the marketing team to be in a position to help the organization weather . . .

For Customer Intelligence Professionals

Marketers: Stop The Abuse! Adopt Preference Management

Consumers Are Losing Trust And Patience With Marketers

by Dave Frankland, July 22, 2009

Preference and relevance are tired and overused marketing terms. But despite the lip service marketers give them, we don't see an awful lot of focus on them. To get a complete picture of the state of preference management in practice and the similarities . . .

For Interactive Marketing Professionals

How To Organize Your Company For Social Computing

Brands Must Organize Using A Hub-And-Spoke Model

by Jeremiah K. Owyang, June 24, 2009

The biggest challenge brands often have to overcome isn't technology but managing cultural change within the enterprise. With an ever-increasing number of brands engaging in social media marketing in recent years, companies need to not only be properly . . .

For Interactive Marketing Professionals

Community Launch Checklist

Creating A Pragmatic Approach To Launching An Online Community

by Jeremiah K. Owyang, June 18, 2009

Online communities are a powerful way to connect with customers for marketing, support, and developing consumer-driven insight. Unfortunately, many brands launch community efforts without first doing the legwork of developing a strategy, following the . . .

For eBusiness & Channel Strategy Professionals

Assessing Current Pending Legislation Affecting eCommerce In The US

What The New Administration And Congress Are Working On Now

by Patti Freeman Evans, May 29, 2009

With the new Obama administration and a Democratic-led Congress come a new legislative agenda. The big issues prevail, such as economic recovery and healthcare reform. However, various issues that eBusiness professionals have been monitoring for years . . .

For Marketing Leadership Professionals

A Framework For Multicampaign Attribution Measurement

A Framework For Measurement

by John Lovett, February 19, 2009

Multicampaign attribution has the capacity to demonstrate value from indirect revenue-generating initiatives and quantify their impact within the context of the overall marketing mix. According to 275 Web site decision-makers surveyed in 2008, a full . . .

For Interactive Marketing Professionals

2009 European Interactive Marketing Predictions

Interactive Channels Will Produce Upsides In A Down Economy

by Rebecca Jennings, February 9, 2009

2009 will bring major challenges for European interactive marketers as economic conditions place greater emphasis than ever before on generating results and gaining efficiencies from online efforts. While Forrester believes that interactive budgets will . . .

For Interactive Marketing Professionals

2009 North American Interactive Marketing Predictions

Interactive Channels Will Be An Unapologetic Part Of The Marketing Mix

by Christine Spivey Overby, February 6, 2009

In North America in 2009, interactive marketing will assume an unapologetic — and, in some cases, central — role in the marketing mix thanks to both the ascendance of digital media and the inherent measurability of interactive channels. Tactics like search . . .

For Marketing Leadership Professionals

Corporate Marketing: Does It Matter?

The Role And Responsibilities Of Corporate Marketing

by Cindy Commander, January 29, 2009

Corporate marketing is a poorly defined role within most organizations, and it fluctuates as the organizational structure shifts from centralized to decentralized and back. However, regardless of the structure, it is time for corporate marketers to step . . .

For B2B Market Research Professionals

Role Insights: Market Researchers Struggle For Strategic Relevance

Align With Internal Clients' Business Needs And Prove Value To Be Valued

by Heidi Lo, Brad Bortner, January 7, 2009

Results from Forrester's Q2 2008 Global Market Research Organizing For Influence Online Survey show that many market researchers have not been able to position their market research groups as strategic partners within their organizations. Market research . . .