Facebook has managed to seize the most mobile moments with 13% of total minutes, followed by Google at 12%. (Forrester notes that Google's actual share is likely higher owning to its ownership of the leading Android operating system.) Apple and Amazon each hold 3%, Yahoo owns 2%, and Microsoft and eBay have 1% apiece.
At the same time, Forrester maintains that individual category leaders such as LinkedIn, Snapchat, and Twitter can continue to flourish operating autonomously. Collectively, category leaders own 24% of mobile, plus they hold an advantage over platforms in the quality of their specialized customer data.
“Players that are strong in a single category may be even more valuable partners because they lack the dominance of the mobile power players and can deliver unique audiences,” Ask writes.” eBay offers the largest person-to-person marketplace; Twitter has broad reach as a global platform for public conversation; Pandora leads in the fragmented music category; and Yelp offers a great example of how to build an ecosystem.”
The platforms will dominate smaller players, Forrester says, with the wealth of their contextual data that lets them to generate and act on insights much faster. This will be of significant value as mobile behavior is divvied up by “micro” or “glanceable” moments, such as a check of a smartwatch, a brief look at a text, or indicators on thermostats or toothbrushes.
Forrester cautions that, due to the newness of the marketplace and the fickleness of consumers, the current cast of mobile mavens is subject to change. The report points to the quick demise of Facebook's Poke service, which quickly rose to number one in the Apple Store after its December 2012 launch. “Within a few days, Snapchat—a very similar service—had pulled ahead and never looked back,” Ask writes.
It’s in her mind where a great battle rages filled with conflicting demands over right, wrong, who, next, when and how. The noise from decision-choices on direction, talent, strategy, goals and targets can be deafening, and the daily drill resembles for many in leadership roles, a pell-mell race through obstacles seen and unseen. It takes remarkable mental strength and agility to filter the noise and concentrate on the right issue at the right time.
Some leaders cover the court with grace and speed, yet fail to win the game. Their firms struggle to escape from the shackles of past greatness or, they play somewhere in the middle of the pack with competitors, surviving on almost respectable outcomes…always with the promise of better, bigger, faster, stronger in sight, but never quite reaching those levels. These are often the poseurs as leaders who like the outward facing game…who revel in the roar of the crowd and the momentary accolades of adoring fans surrounding the court.
Pay attention to how others are interfacing, and what seems to excite her or drive him crazy. Learn from the mistakes of others.
When jumping into a spinning scene, stop and notice. Who’s in control? Are there subtle moves causing even the best players to trip?
Ask questions. Not tons of “How do I do this ?” questions, but strategic questions like “How can I be most helpful?’ “What’s the best way to communicate with you?” “How do you like your coffee?” (Just kidding.)
Many leaders need to move these relationship-building behaviors up to the top of their priority list:
Listening: When I ask a leader’s stakeholders (especially direct reports) about opportunities for the leader’s improvement, I often hear “I don’t feel heard” – even (especially) about well-respected seasoned leaders! Many leaders feel compelled to let people know how much they know. The truth is that relationships are built by listening to others.
Asking: Instead of telling your stakeholders everything you know, the catalyst to helping them feel heard is inquiry. I know that you’re skilled at telling people things but it doesn’t do a lot to help others grow and develop. Becoming skilled at asking curious questions that you and your stakeholders don’t know the answers to is a great way for everyone to learn.
Leadership Success: Think Balance Beam Not Just Mountain Top Consider the greatest challenge for most businesses — managing growth. This is an issue of balance: projections, investment, supply, demand, etc… Yet many continue to act as if they’re still in start-up mode and focus on climbing to the top.
Consider one of the greatest global challenges of any business — optimizing diverse cultures. This too is about balance. Understanding, embracing, and adapting to all factors that can enhance or topple success.
Developing high performance teams is about balance. Leaders must get diverse personality types, occupations, ages, and educational levels to work together.
Engaging employees for ownership, accountability, and commitment, requires balance. Leaders must balance telling and asking. Great leaders know when to do each.
Balancing humility and signs of outward strength is essential. Too much strength and leaders seem domineering. Too much humility and they seem weak. If you struggle with the idea of humility in leadership, read: Never confuse humility for humiliation.
Like practically all Twain-isms, this one is a gem. How often do we learn from an experience or a teaching but rather than stopping at the actual wisdom, take the lesson to a false conclusion?
A few quick examples:
You buy something from a merchant and discover later that he was dishonest in his dealings with you. The wisdom: Pay attention.
The false lesson: All merchants are cheats, so never trust any of them.
You hear that it’s important to always speak truthfully to people when providing feedback. The wisdom: Communicating truthfully is much more helpful to that person than saying only what they want to hear.
The false lesson: Your feedback must be conducted brutally, without tact or empathy. No need to frame it properly so that he or she will be encouraged rather discouraged.
You learn that in sales persistence is important to success. The wisdom: Don’t let the NO’s get you down. Keep plugging away. Work past the NO’s until you get to the YESes.
The false lesson: Keep calling the same person continually and annoying them.
The liability of being in a fishbowl is you’re being looked at from multiple vectors simultaneously—the proverbial 24/7. That’s the liability. The positive is you have information coming to you from so many sources and the ability to have an open mind to that information. The best idea for your business may come from an 18- or 20-year-old who’s living in Shanghai or living in Bangalore. You have to be open to that.
Don Dea's insight:
The overall trend is that people recognize that there are all these vectors happening in the world and data coming in from different sources, and they want a CEO and a board who has the agility to assimilate all that. They want outside-the-box thinking, because then they will figure out how to apply it.
Among mobile users (smartphone and/or tablet), Millennials (16-34) are far more likely than Gen Xers (35-54) to say they respond to mobile ads in a variety of ways, according to a survey of 4,018 mobile owners aged 16+ in the US, UK, France, and Germany. In fact, almost one-quarter (23%) of Millennials surveyed said that an ad had prompted them to make a purchase, compared to 14% of respondents overall and 13% of Gen Xers. Of note, the survey results indicated that tablets were more likely than smartphones to generate a response from Gen Xers, with the opposite true for Millennials.
The overall adoption rate among US adults stands at 84% this year as it has since 2013, and is up from 52% in 2000. The study demonstrates that – among adults – internet access is almost universal among 18-29-year-olds (96%), those with a college degree (95%), those with household income of at least $50k ($50-75k: 95%; $75k+: 97%) and English-speaking Asians (97%). As one might expect given the growth trajectory of internet access, it’s the groups at the other end of those spectra that have shown the most rapid growth in adoption:
Americans aged 65 and older, from 14% in 2000 to a majority 58% this year; Adults with household income under $30k per year, from 34% to 74%; and Adults without a high school diploma, from 19% to 66%. Among races and ethnicities, black Americans have shown the fastest rate of growth, more than doubling from 38% adoption in 2000 to 78% this year. And while rural Americans have lagged their urban and suburban counterparts throughout the 15-year period, the gap has been closing. Indeed, almost 8 in 10 Americans living in rural areas now report access to the internet, compared with 85% of adults living in urban and suburban areas.
Software Quality: the robustness and innovation of the software itself. A customer’s experience with a cloud vendor is first and foremost based on the quality of the software. The word ‘quality’ is admittedly very overloaded with meaning: the innovation of the software vis a vis the competition, the richness and robustness of the feature set, and the dearth of bugs and/or product defects. It’s this broad notion of quality that underpins any great customer experience since, despite the importance of the customer service model itself, it is the software product that is at the heart of the solution purchased. It is impossible to build a great customer experience on a low-quality software product (please hold the Microsoft jokes :-)).
Ad spending was down by 4% to $37.4 billion in Q1 2015, a fairly unsurprising result given that last year’s Q1 results were boosted by ad spend on the Sochi Olympics. Indeed, of the various media types examined, only outdoor advertising grew, by 2.9%, with radio (-0.1%) and digital media (0%) flat. For the first time, Kantar’s figures included paid search spending, which grew by 7%, as opposed to desktop display, which declined by 8.7% (with the analysts noting this is “likely attributable to mobile devices siphoning some desktop usage”. Meanwhile, print spend continued to plummet, as magazine media spend dropped by 8.7% and newspaper media spend by a more precipitous 15.4%.
The fun strategy works if it is totally grin-qualified. This means the value-unique service experience is one very likely to make customers smile and tell a story. There will always be a few professional sour pusses that would never reveal their pleasure no matter how lively the deed. But, organizations committed to fun do not allow those “hearts of darkness” undermine their resolve to make the other 99.9% enjoy the fun.
It’s a good thing to be front and center in the minds of your employees during those times when they are unfamiliar with a task and need extra direction and support. But it’s also a good thing to be able to fade into the background and give people autonomy when they have earned it by showing competence at a task. It’s great way to help people grow and develop in a self-directed, satisfying, and enduring manner.
Know when your people need you to be in the spotlight with them—and when it’s best to take a step back and let them shine on their own.
Facebook has begun offering advertisers a 10-second-view pay option for video ads, according to a report in the Wall Street Journal. The social network will continue to offer its current three-second view option, intimating that the 10-second option will likely come at a premium.
Earlier this year, the Media Ratings Council issued a temporary standard or 50% of pixels in view for two seconds as a viewable impression for video. One second was officially established as the standard for display ads.
Forbes Insights, which conducted the research in association with SAP and gyro, describes the personas as follows:
“Strategic Guru – Likely to be a longtime marketer with strategy-oriented responsibilities at a large company.” “Dynamic Orchestrator – Achieves high scores on agility despite having a big personality and desire for control.” “Selective Defender – Picks his/her battles to defend the marketing turf. Less ambitious and more risk-averse than average.” “Conventional Coach – Carries out static plans under rigid controls for large, slow-growth companies.” “Demand Driver – Typically comes from a sales background and has CRM and lead-generation responsibilities.” “Untapped Potential – Works in slow-growth companies with weak corporate cultures and tight internal controls.”
marketers are falling head over heels for customer experiences, their CX-related technology may not be able to keep up. Although 97% of senior marketers deem integration across their CX management technologies as important, very important, or vital to their growth, this is only a reality for 40% of respondents. In fact, about half of senior marketers list investing in technology (52%) and integration of technology (51%) as their greatest barriers to successful CX management. Therefore, marketers need to ensure that all of their CX technologies are in synch—before they let the customers they love get away.
The good: what marketers are doing right Consumers feel comfortable chatting with brands on social media. More than twice as many consumers use social media as the primary channel for making comments (8%), questions (7%), and complaints (6%) over problem resolution (2%).
Forty-seven percent of people plan to use social media next year the same or more than they currently do as a customer service channel.
Users are willing to share good experiences about brands just as much as bad experiences. In the survey an equal number of respondents (22%) use social media to share positive and negative experiences about a brand.
Twenty-six percent of consumers turn to social media when they can't reach a rep through another channel.
advertising mail accounts for 31% of USPS revenues—some $20 billion last year—the OIG's office partnered with Temple University's Center for Neural Decision Making to provide the Postal Service with ammunition to promote use of the mails in multichannel marketing strategies along with digital methods. The results OIG received could end up making a reasonable case for marketers to consider anchoring their multichannel strategies around mail.
all marketers and all agencies owe it to themselves and each other to have a formula in place to determine when to stop wasting resources and shut down certain functions on their costly data-driven machines. For one of its clients in higher education, R2i executed a complex content “wireframe” of where each prospective student persona intersected to make maximum use of creative. The client went the agency one better, deciding its budget could only handle a single landing page, that R2i then equipped with multiple personalization points.
Sixty-two percent of respondents say they'd consider joining a fee-based rewards program if their favorite retailer offered one. In fact, 75% of 18- to 24-year-olds and 77% of 25- to 34-year-olds say they'd do so.
Relevance boasts a similar sentiment, as 65% say it's worth joining if the rewards are relevant to their needs. Seventy-nine percent of 18- to 24-year-olds and 76% of 25- to 34-year-olds say the same.
a service infusion continuum. It shows the different types of services that manufactures and technology companies and others offer to their customers and it’s a variety of different types of services. They start on the one side of the continuum with services and support of their own products. This is something that almost every manufacturer, every technology company does, things like warranties, repair and maintenance, customer service phone lines. Things that they need to do to be in business around their products. But we were seeing that companies were moving into a lot of other types of services. And that was really for the purposes of growing, profiting and building their business. As they moved across the continuum, those services increasingly became more complex and more sophisticated. They are moving in the direction of services that really support their customers now, not so much supporting the products, but services that support the customers themselves. As they move along that continuum and get all the way to the very end that’s where we talk about services and solutions that really do whatever is needed that the customer needs to solve their problem rather than services associated directly with the product.
youth as a whole are watching less TV – and the decline appears to be accelerating. Indeed, as the data in the Q1 2015 total audience report [download page] from Nielsen attests, the drop-off in viewing by the 18-24 demo isn’t showing any signs of reversing.
Results from the survey also show that a majority are using audience measurement tools (61%), but that fewer have adopted marketing mix modeling (30%). Achieving the optimal marketing mix is a work in progress, per the survey’s respondents, as only about half of media and agency marketers are confident that they have an optimized media mix. Even fewer – 1 in 4 – brand marketers share that confidence.
For brand marketers, a best-in-class media allocation (based on time and effort designated to each channel) breaks out as follows:
Website / content development (18% share of time and effort, down 1% point from last year); Traditional advertising (17%, up 1% point);
Understanding your customer experience is the key to improving it, and the best way to find out what customers do, think, and feel while interacting with your company is by creating a customer journey map. This visual representation shows how a customer uses your product or service, or the decision-making process that turns a potential user into a customer.
But not all journey maps are created equal. There is no “standard map,” because there is no “standard” customer experience. The best maps are highly customized, documenting your customer’s journey, as it is today, through your customer’s eyes. This allows you to easily identify where to focus your resources in the future, and the most effective changes to implement.
Silicon Valley has realized that nothing beats the human touch. The industry is tired of waiting—or can't afford to wait—for algorithms to exceed human curation.
For more than a decade now, we've been witnessing a Google-led process by which things that used to be done by people were instead done by computers, databases, applications and algorithms.
This technology-centric approach provided the immediate benefit of lowering the cost of processing content—but at a cost. The machines never quite "got it," and they often produced results that were a little weird, incomplete, tone deaf and ultimately less-than-compelling to users.
Never mind, we were told. The algorithms are getting better all the time. They'll match and overtake human curators any day now. Just wait.
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