Trends in Customer Intelligence Where the rubber meets the road in 2010 and beyond

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1 Trends in Customer Intelligence Where the rubber meets the road in 2010 and beyond January 14, 2010 A special thank you to:

2 Tips for Webinar Attendees Technical difficulties? Let us know by using the Ask a Question box, or trouble-shoot by clicking the Help button below Please disable pop-up blockers Get a PDF version of this presentation by clicking the Download Slides button Like what you re seeing/hearing? Tell peers using the Invite a Colleague button, or let us know by clicking the Survey button and sending your feedback Submit questions to today s speakers using the Ask a Question box View this event on-demand for the next 90 days Don t forget to Tweet about this webinar using hashtag #TMGWebinar!

3 Today s Speaker Dave Frankland Senior Analyst Forrester Research Moderator Hallie Mummert Editor in Chief Target Marketing

4 Trends In Customer Intelligence Dave Frankland Principal Analyst Forrester Research Target Marketing webinar January 14, 2010

Customer Intelligence: A command center to drive corporate strategy and create

6 Agenda Marketers struggle to understand their customers Advanced firms use Customer Intelligence for competitive advantage The building blocks of a Customer Intelligence command center 6 Entire contents 2009 Forrester Research, Inc. All rights reserved.

7 Agenda Marketers struggle to understand their customers Advanced firms use Customer Intelligence for competitive advantage The building blocks of a Customer Intelligence command center 7 Entire contents 2009 Forrester Research, Inc. All rights reserved.

Consumers view marketing as irrelevant 9 Entire

Consumers are overwhelmed 10 Entire contents

Consumers want control 11 Entire contents

14 Consumers trust in marketing is waning Consumers trust ratings and reviews by one another more than they trust marketing campaigns. 14 Entire contents 2009 Forrester Research, Inc. All rights reserved. December 2008 Time To Rethink Your Corporate Blogging Ideas

15 And most consumers engage in social media 24% Creators Publish a blog Publish your own Web pages Upload video you created Upload audio/music you created Write articles or stories and post them 37% Critics Post ratings/reviews of products/services Comment on someone else s blog Contribute to online forums Contribute to/edit articles in a wiki Groups include people participating in at least one of the indicated activities at least monthly. 21% 51% Collectors Joiners Use RSS feeds Add tags to Web pages or photos Vote for Web sites online Maintain profile on a social networking site Visit social networking sites 73% Spectators Read blogs Watch video from other users Listen to podcasts Read online forums Read customer ratings/reviews 18% Inactives None of the above 15 Entire contents 2009 Forrester Research, Inc. All rights reserved. Source: North American Technographics Interactive Marketing Online Survey, Q (US)

16 The world has changed Limited consumer tolerance for marketing Technologically and socially empowered consumers Increased demand for marketing accountability 16 Entire contents 2009 Forrester Research, Inc. All rights reserved.

19 Organizational structures prevent marketers from recognizing their customer Marketer Consumer TV Web Phone Store Word of Mouth Direct Web Store 19 Entire contents 2009 Forrester Research, Inc. All rights reserved. TV

Consumers expect an experience across channels a complex challenge for marketers Planning (Marketing calendar) Campaign management Outbound channels Customer Inbound channels Offer management

22 Consumers expect an experience across channels a complex challenge for marketers Planning (Marketing calendar) Campaign management Outbound channels Customer Inbound channels Offer management Budgeting Centralized decision engine Interaction Management Operational Data Store Analytical Data Store 22 Entire contents 2009 Forrester Research, Inc. All rights reserved. Measurement & Analysis

23 But most firms can t get out of their own way They are Organizationally constrained Technologically constrained Socially constrained 23 Entire contents 2009 Forrester Research, Inc. All rights reserved.

Few firms fully integrate the listening process Source: Listening Platforms

In 2009, more data will be generated by individuals than in the entire history of mankind through 2008 -Andreas

25 In 2009, more data will be generated by individuals than in the entire history of mankind through Andreas Weigend Former Chief Scientist at Amazon.com 25 Entire contents 2009 Forrester Research, Inc. All rights reserved.

26 Agenda Marketers struggle to understand their customers Advanced firms use Customer Intelligence for competitive advantage The building blocks of a Customer Intelligence command center 26 Entire contents 2009 Forrester Research, Inc. All rights reserved.

27 Customer Intelligence The management and analysis of customer data from all sources, used to drive marketing performance and business strategy. 27 Entire contents 2009 Forrester Research, Inc. All rights reserved.

CI comprises multiple functions 28 Entire contents 2009 Forrester Research, Inc.

With varying degrees of integration October 2009 The Intelligent Approach To

CI drives a broad range of activity 30 Entire

31 But firms CI quotient varies widely Functional Intelligence Less likely to have the technology, staff, or budgetary support needed for CI Unlikely to measure the value of CI Somewhat likely to use CI to drive marketing planning and customer strategy Unlikely to use CI to drive corporate strategy, marketing optimization, or for competitive intelligence 31 Entire contents 2009 Forrester Research, Inc. All rights reserved.

32 But firms CI quotient varies widely Marketing Intelligence CI drives multiple functions including customer strategy and marketing planning CI is often a factor in customer interactions Somewhat likely to leverage CI across the company A minority measures the value of CI Functional Intelligence Less likely to have the technology, staff, or budgetary support needed for CI Unlikely to measure the value of CI Somewhat likely to use CI to drive marketing planning and customer strategy Unlikely to use CI to drive corporate strategy, marketing optimization, or for competitive intelligence 32 Entire contents 2009 Forrester Research, Inc. All rights reserved.

33 But firms CI quotient varies widely CI is a valued asset at these firms More likely to have a C-level evangelist or champion for CI CI drives multiple functions including corporate strategy More likely to measure the value of CI Strategic Intelligence Marketing Intelligence CI drives multiple functions including customer strategy and marketing planning CI is often a factor in customer interactions Somewhat likely to leverage CI across the company A minority measures the value of CI Functional Intelligence Less likely to have the technology, staff, or budgetary support needed for CI Unlikely to measure the value of CI Somewhat likely to use CI to drive marketing planning and customer strategy Unlikely to use CI to drive corporate strategy, marketing optimization, or for competitive intelligence 33 Entire contents 2009 Forrester Research, Inc. All rights reserved.

34 But firms CI quotient varies widely CI is a valued asset at these firms More likely to have a C-level evangelist or champion for CI CI drives multiple functions including corporate strategy More likely to measure the value of CI Strategic Intelligence 34 Entire contents 2009 Forrester Research, Inc. All rights reserved. Marketing Intelligence CI drives multiple functions including customer strategy and marketing planning CI is often a factor in customer interactions Somewhat likely to leverage CI across the company A minority measures the value of CI Functional Intelligence Less likely to have the technology, staff, or budgetary support needed for CI Unlikely to measure the value of CI Somewhat likely to use CI to drive marketing planning and customer strategy Unlikely to use CI to drive corporate strategy, marketing optimization, or for competitive intelligence 54% 34% 12%

Those that measure CI see many benefits 38 Entire contents 2009 Forrester Research,

39 Agenda Marketers struggle to understand their customers Advanced firms use Customer Intelligence for competitive advantage The building blocks of a Customer Intelligence command center 39 Entire contents 2009 Forrester Research, Inc. All rights reserved.

Building blocks of a CI command center Culture Technology 43

Strategic intelligence firms have a more senior CI head 44

Customer Intelligence profiles 48 Entire contents 2009 Forrester Research, Inc.

51 Recommendations Define a baseline by auditing your current CI quotient Collaborate with internal stakeholders to determine desired state 51 Entire contents 2009 Forrester Research, Inc. All rights reserved.

52 Recommendations Define a baseline by auditing your current CI quotient Collaborate with internal stakeholders to determine desired state Socialize Customer Intelligence Build the team Demonstrate the value Align success with business results 52 Entire contents 2009 Forrester Research, Inc. All rights reserved.

53 Recommendations Define a baseline by auditing your current CI quotient Collaborate with internal stakeholders to determine desired state Socialize Customer Intelligence Build the team Demonstrate the value Align success with business results Rethink metrics and measurement frameworks 53 Entire contents 2009 Forrester Research, Inc. All rights reserved.

54 Recommendations Define a baseline by auditing your current CI quotient Collaborate with internal stakeholders to determine desired state Socialize Customer Intelligence Build the team Demonstrate the value Align success with business results Rethink metrics and measurement frameworks Rethink alignment and incentives 54 Entire contents 2009 Forrester Research, Inc. All rights reserved.

55 Forrester s Research Panel Each quarter, Forrester surveys 1,500 marketing and strategy professionals about:» Interactive marketing» Customer experience» Customer Intelligence» ebusiness and channel strategy» Marketing leadership» Consumer product strategy» Consumer market research Gain insight, get data, and learn best practices from marketing professionals. Join our panel today: 55 Entire contents 2009 Forrester Research, Inc. All rights reserved.

57 Question & Answer Session If you haven t done so already, please take this time to submit questions to our speakers using the Ask a Question box on your console.

58 Thank You Thank you for taking the time to attend our webinar today. For additional information about our webinar series, check out the following Web site: Please take a moment to fill out our feedback survey.

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