Presentation from: James McCormick, Senior Analyst, Forrester
Marketers need a system of record to keep pace with their customers’ digital journey and to recognize, understand, and engage with them on their terms. Many marketers try to do this by building a suite or platform of services. However, despite the vendor frenzy and hype, there is no off-the-shelf digital marketing suite to buy. Firms must bring together a variety of services and software components to deliver integrated digital marketing capabilities.
12. The digital landscape evolves
IN JUST A FEW YEARS SMARTPHONES AND TABLETS HAVE BECOME AN IMPORTANT
TOOL FOR CUSTOMERS AND MARKETING
• Globally, the traffic from smartphones and tablets is growing
• Behaviours are rapidly changing
• Websites now get more traffic from tablets than from
smartphones
• Internet users view 70% more pages per visit when browsing
on a tablet vs. a smartphone
• The majority of time spent on devices is via an application
• A real opportunity to engage
with known customers
Source: Adobe Digital Index Report
13. Customers multi-channel behaviour is complex
22%
engage multiple-channels simultaneously
Source: Googles “The New Multi-Screen World Study” http://www.google.com/think/research-studies/the-new-multi-screen-world-study.html
16. The Big Data challenge: always addressable
customers create massive footprints of data
Source: Forrester Research, March 2013 “The Future Of Customer Data Management”
26. The Digital Marketing Suite
IT’S NOT JUST A SET OF TOOLS
›
Requires a strategy
›
• Customer experience and contact
• Data core
• Adoption
›
• Management and collaboration
Needs processes
• Customer-focused, not channel-focused
• Collaboration between teams
• Planning to campaigns and new capability
adoption
›
Demands resources
Must deliver a minimum set of
capabilities
• Multichannel execution
• Integration
›
Delivers measurements
• Technology
• The right metrics
• Internal staffing and skills
• Aligned with business KPIs
• Partnerships with service and data
providers
Image source: The Library Of Congress (http://memory.loc.gov/)
31. Use the blue print to map out your software vendors…
WCM
SiteCore
SDL Tridion
Adobe CQ5 IBM WCM
ESPs
ExactTarget
Aprimo
SDL
Tag Management
Tealium
Digital Customer
Ensighten
Analytics
Qubit
GX Software Woopra
Customer ID Causata
Webtrends
Management iJento
Janrain
Gigya
Provenir
Web
Adobe
Analytics IBM
coremetrics
Attribution
Webtrends
Google
Analytics
CCCM
ClearSaleing
IBM Unica
Responsys
X+1
Neolane
ExactTarget
Visual IQ
Aprimo
Reporting / BI
Adobe Report Builder
Tableau
Data Core Providers
GX Software
Causata
iJento
Splunk
Tag Management
Data warehousing
Adobe
Teradata
Optimisation
Maximiser
Adobe T&T
Optimizely
EXECUTION
INTEGRATION
CROSS
CHANNEL
INTELLEGENCE
MANAGEMENT &
COLLABORATION
DATA CORE
35 minute talk on;Building an Effective Digital Marketing FoundationMarketers need a system of record to keep pace with their customers’ digital journey and to recognize, understand, and engage with them on their terms. Many marketers try to do this by building a suite or platform of services. However despite the vendor frenzy and hype, there is no off-the-shelf digital marketing suite to buy. Firms must bring together a variety of services and software components to deliver integrated digital marketing capabilities.In this session, James will cover the following topics: the evolving needs of today's digital marketer; the different components of an effective digital marketing suite; and strategies for adoption
Coronado Bay Bridge http://www.hometeampm.com/community/california/san-diego/coastal/coronadoSan Diego Skyline http://commons.wikimedia.orgSan Diego Shoreline http://www.garyharmon.com/home-searches/ocean-view-homes-2 –Torrey Pines Beach - 5 mins drive away from the officesSan Diego Homes http://activerain.com/blogsview/2317518/modern-homes-san-diego-facebook-page-all-things-modern-
Great English ArchitectsLancelot "CapablityBrown"Brown (Baptised 30 August 1716 – 6 February 1783) - GreatEnglish landscape architect - "the last of the great English eighteenth-century artists to be accorded his due" and "England's greatest gardener" - he would characteristically tell his landed clients that their estates had great "capability" for landscape improvement.His 300 birthday is coming up sooner and historians and gardners are becoming quite excited.In 1764 he was appointed Master Gardener at Hampton Court Palace
It is estimated that Brown was responsible for over 170 gardens… surrounding the finest country houses and estates in Britain.His work still endures at - Croome Court - Blenheim Palace, - Warwick Castle… - in traces at Kew Gardens… - and many other locations
The thing is that to creating these fantastic landscapes took vision and planning…. …and before converting any large landscape …..Capability Brown would have needed to drawn up a landscape design / mapThis would guide his fellow gardeners…. a) Keep and nurture parts of the landscape b) Significantly alter other parts c) Totally replace yet othersThe end result was smooth undulating garden fully integrated with the house and was “most pleasing to his Land clients” eye
Source (top right): www.aplantintime.co.ukSource (top left): http://americangardenhistory.blogspot.co.uk/Source Bottom left: mashable.comSource (bottom right) : “The Online Marketing Suite Evolves” Forrester March 2013 reportThis going me thinking: Whilst the Gardner's of the 18 ‘ century were are certainly very different in many ways to the 21st century Digital Marketer… they had a few things in common when redesigning their architectures to please their customers. Neither was starting from scratch. There were bits to keep, bits to reshape and components to totally replaceAll the components needed to work together / be integrated / seamlessly to create a great customer experienceTheir architectures needed to be practical to maintain and keepJust as gardeners of the 1800 century needed a map to guide them with their garden redesigns …Todays digital Marketers need a “Map” to guide them when building their digital marketing capabilities … and the need this even more given the rapidly changing customer behaviours
INTERACTIVITY HAS REACHED A TIPPING POINTYour customer's technology and online behaviours have changed — rapidly.
The number of ways that consumers can engage with us has exploded…They can interact with our brands viaMultiple fixed web domains via company websites to brand sites to publisher sites ext…Mobile… again multiple web domains but also one or more appsVia one or more social networking sites… at the very least they will be commenting on us.And of course via more traditional means… via store / branches / call centresAll this means is the customer expects to engage with us whenever and however they want…If there expectation are not met it is not at all difficult for them to interact with our competitorsThe customer is empowered…And this is really being driven by digital channels
As born out by this slideWhen it comes to making decisions on products or services 8 out of the top 10 channels are digitalOnly 2 non digital channels - traditional store and family and friend make it into the top 10
The management of tags goes beyond “fixed web”… in just a few short years smartphones and tablets… <see slide>Managing tags across devices, be it within some for of web browser or with apps, is becoming MUCH more than a nice to have.>>>>>>>>>>>>>>>>>>>>>>>Reference notes: Adobe Digital Indexanalyzed advertiser and user behavior to determine the trends for digital marketing, specifically in search, mobile, and social media channels. We built a client index representing over 15 advertisers and 20 million fans from a multitude of verticals including retail, entertainment, CPG, and finance from a subset of advertisers, brands, and fans managed through the platforms.Source: http://www.adobe.com/solutions/digital-marketing/digital-index.htmlApple's iPhone debuted in 2007The first iPad was released on April 3, 2010; the most recent iPad models, the fourth-generation iPad and iPad Mini, were released on November 2, 2012.
…but the ability to interact at the speed of the customer can be hindered by rather complex multi-channel behaviours……but even has we get our heads around these complex behaviours… the game changes…. As Adobe’s Digital Index informs us…. First referenced in Forrester by:Customer Experience in the Post-PC Era by Tony Costa [bio ID], with John Dalton [bio ID], AndiaVokshiReferencesource: Googles “The New Multi-Screen World Study” http://www.google.com/think/research-studies/the-new-multi-screen-world-study.html
To help us understand this customer Forrester has been tracking the always addressable customer…Over the past few years, adoption of new devices and behaviours has evolved so that customers are connected from More devices, More of often, and from more placesTo help us tackle the emergence of this disruptive force Forrester has define the perpetually connect customerAn PCC is one who;Owns and personally uses at least 3 connected devicesAccesses the Internet multiple times per day,and goes online from multiple physical locations….at least one of which is on the go.”But we have done more than just coin the term….
The mass of data from social, digital, services etc… is generating massive foot print (volume) of data of huge variety. This give marketers unprecedented insight into their customer world of family, relationships and aspirations. This is a huge opportunity… but since 2010 marketers have been struggling to keep up….Forrester defines a multidimensional view of the customer as:A view of the customer that uses all of the available information about them — including information pertaining to psychographics, social networks, smart devices, geolocation, and Internet usage — to deliver individualized and contextual products, services, and experiences.
We are in the age of the customer…To succeed in this is age we need to be customer obsessed and we need put customer at the centre of what we do… (we talk about the age of mass manufacturing, logistics, communication…. These are internal process that provided us scale and therefor competitive advantage..So what does this mean for the digital / interactive marketer? We need to stop thinking in terms of channels and start thinking of customers.When a customer talks to us over the phone, purchases Age of the customer... look a Nate researchwe in an age with of the customer we need to be able to proactively interact with them wherever they are how ever they want to interact - need to start with the customer as apposed to
End of 2010 we asked “Global Marketing Technology Benchmark Online Survey”Top THEME - Improve multichannel customer experience
Top Challenges
More often then not the words “Big Data” are not mentioned…But it is clear they have Big Data challenges…
The online marketing suite promises to help in all these area.
As we can see it is…
So what does an online marketing suite look like?The Online Marketing Suite - brings together interactive marketing channels -supports interactive marketing customer data collection processes - e.g. - Planning, design, execution, measurement, and analysis
But to deliver an online marketing suite you need to think of it as more than just a set of tools….…and just as Capablity Browns gardeners needed a Map to guide on what plant or tree to place whereso customer intelligence professional needs a blueprint to guide them on what capablities then need, where to place them and when… Let me introduce you to the Online Marketing Suite Capability Blue print
THREE COMPONENTS DEFINE THE NEW ONLINE MARKETING SUITEDespite the vendor frenzy and hype, there is no off-the-shelf online marketing suite to buy. Firms — end users and vendors alike — must bring together a variety of services and software components to deliver integrated online marketing suite capabilities. What are they? Forrester divides the suite capabilities into three interdependent components■ The hub. The data core, management, and collaboration capability tiers make up the hub. These enable shared ownership and/or visibility of a centralized and managed view of the customer among multiple marketing stakeholders.■ The integration component. This includes processes and architecture that allow the capabilities within the hub and channels to work seamlessly together and to plug-and-play new and established interactive channels into the hub.■ The channel. This enables customer-friendly, multistakeholder execution capabilities across touchpoints.The Hub Democratizes Customer-Centric DataThe hub provides suite intelligence through key, tightly associated tiers. Starting with the data core, each tier builds upon and is dependent on the capability of the adjacent inner tier (see Figure 2):■ The data core tier. At the center of the suite lies the customer data model, which describes a business-relevant view of the customer. Customer response and activity history across all channels is retained and provides up-to-date customer-centric corporate memories. The real value of the data core is derived from linking customer and interactions data to create a single and current customer view. As a result, the data model is integral and enforces a joint understanding of the customer among CI professionals, their marketing partners, and services partners.■ The management and collaboration tier. This tier integrates the tools necessary to deliver data management, collaboration, and workflow functionality capabilities, which enable stakeholders to work effectively as joint owners and users of customer data. The global data rules and segments applied across channels and used by all stakeholders reside here and enable a joint understanding of the customer.■ The customer intelligence tier. The capabilities in this tier provide the ability of the online marketing suite to deliver on customer centricity. They apply a consistent, coordinated business awareness of customers and their interactions across channels and include tools for the scheduling and planning of campaigns across multiple channels; automating multichannel campaign cross-channel attribution; multichannel testing and optimization; and analysis of customer interactions consolidated from multiple channels.Integration Delivers The Full SuiteThe reality is that a single off-the-shelf platform able to deliver a full set of capabilities needed for large online marketing suites is not available. Fully capable suites are built through integrating three elements:functionality, tools, and data to create capabilities;capabilities to create seamless workflows and capability tiers; andhub and channel components to deliver the online marketing suite.Workflows, such as sending segmented audience lists for email execution and subsequently receiving response-related data for sophisticated analysis and optimization, are implemented by integrating functionality from two or more systems. CI teams implement complex workflows by adopting one or more of the following approaches:■ Openly architected technologies allow integration. Today’s vendors seek to keep themselves suite-relevant with other hub and channel players by exposing access to data, tools, and capabilities between hub and channel platforms. Vendors typically provide access via software developer kits (SDKs) for tight integration and via web services for multi-tier, enterprise-level integrations.■ Standards ease integration. To make channel hub integration truly plug-and-play, vendors need to expose data and capabilities in standard ways. When sharing information and web services, vendor product teams are moving away from SOAP to using RESTful APIs that are easier for integrators to use and consume ■ Processes and services fill in the gaps. It’s impossible for vendors to plan for every scenario, and as a result, solution integration is not always feasible and specific capabilities are not always available within firms. CI teams then work with delivery and managed services partners to build out custom processes or to provide manage services that fill in the gaps.Channels Deliver ConversationsIf the hub provides suite intelligence, then the channel components can serve as its digital mouth, ears, and eyes. To provide parallel capabilities channels must:■ Provide customer and organizational visibility. Channels deliver execute discrete and relevant customer messages engagments, and feedback customer activities and communications .. The cross-channel combination of these discrete events not only provides a multidimensional view of the customer, but also,, critically, it also provides a similar view of the organization to the customer.■ Coordinate digital storefront to drive customer experience. One or more interactive channels deliver interaction at a point in time. However, standalone channels cannot deliver conversations to today’s digitally empowered customers. It is the orchestration of the experience specific to customer segments or individuals that provides the ongoing logical conversation over the duration of the customer’s life cycle.■ Be led by the customer. The demands and needs of the customer must guide the strategic and channel approach. CI teams Interactive marketers must think about the level at which customer interactions can be segmented or directly addressed. Are customer interactions, regardless of whether communication is mostly inbound or, outbound? What is the need for real time interactions?, or in real time.. Such factors guide the choice of channels and how they are configured with other channels and the hub.
We talked earlier about the problem that CI professionals are seeking to tackle and we can now begin to see alignment with the Capability TiersCustomer Image Reference: perkville.zendesk.comWant a single view of the customerNeed better team collaborationMove digital interactions from being channel focused to customer focusedBe able to execute customer campaigns across mulitple touch pointsMake technology and functionality work better together –Integrated technology &functionality
Reposition "Tag Management"-Briefly discuss how Tag Management fits in both areas, depending on maturity & what it's being used for (add to speaking points)
This affects interactive customer intelligence stakeholders and raises adoption considerations:The online marketing suite is a framework of capabilities. The capabilities are designed to meet the needs of the customer intelligence professional who wants to keep pace with her customers. The framework should be used to develop requirements, understand gaps, assess vendors, and build strategies.No single vendor provides a complete online marketing suite. While the online marketing suite is available today, it can only be delivered via multiple technologies that require services to both integrate and run. While whole sections of the online marketing suite are, and will be, matured and baked into single platforms by vendors, to deliver the full online management suite capability, these productized components will be supplemented by integrating other products and services.Services will continue to play an important role in delivering capabilities. In the foreseeable future, a significant proportion of capabilities for large online marketing suite implementations will be delivered via two types of services. Services teams will customize, integrate, and extend capabilities via implementation projects scoped to alter and combine existing software and data functionality or through the provision of managed services.More stakeholder collaboration is needed. The online marketing suite continues to facilitate the efficient engagement of multiple partnerships within companies’ marketing and CI teams as well as external stakeholders such as suppliers, distributors, and marketing service providers. CI teams will continue to evolve their organizations around the collaboration opportunities that the suite provides.The hub has its boundaries. The hub is not a panacea. It is not a data warehouse, and it does not deliver execution capabilities. There are systems that it relies on for its success but that it does not pretend to replace. For instance, it is part of, but does not replace, the enterprise marketing suite. As the hub is digitally focused and does not provide brand and resource management capabilities. Its success is dependent on external systems for pulling transactional and offline interaction data from external systems into its data model.
To Ensure Success, Phase Online Marketing Suite AdoptionThe good news is that a full online marketing suite is possible today. However, no off-the-shelf solution exists. Full-featured online marketing suites must be built by integrating multiple components, provided by more than one vendor and then maintained by services teams. Trying to build a whole solution in one stride is rife with risk and likely to fail. A multiphase, change-managed adoption plan is far more pragmatic, allowing for greater opportunities to discover and refine newly identified marketing and business requirements, and ultimately delivers a better fit solution. Firms should start by taking either a hub or a multichannel approach when taking steps to move from limited suite capability to full maturity (see Figure 3).Build out hub capabilities. Organizations with a strong analytical culture and a single mature channel (typically email) should take this approach. These firms should start with an enterprisewide model of the customer, which is then baked into the data core. Developing integrated management and collaboration capabilities around the core then delivers a shared view of the customer. Once these hub-level capabilities are embedded, organizations should turn their attention to integrating multiple channels to ultimately deliver full suite capabilities.Integrate multiple channels. Organizations with well-developed websites and digital display media programs should take this approach. Multiple embedded channels are integrated to enhance the customer experience of specific interactions. A typical example is when web analytics are used to segment web customers to deliver customer- or segment-specific content. Once channels are embedded and working well together, the next phase is to build out the hub to better understand and communicate with customers over a period of time