marketing strategy for the mobile mind shift

8/12/2019 Marketing Strategy for the Mobile Mind Shift

http://slidepdf.com/reader/full/marketing-strategy-for-the-mobile-mind-shift 1/17

Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA Tel: +1 617.613.6000 | Fax: +1 617.613.5000 | www.forrester.com

Marketing Strategy For The MobileMind Shiftby Melissa Parrish, April 19, 2013

FOR: Interactive

Marketing

Professionals

KEY TAKEAWAYS

The Mobile Mind Shift Is Well Under Way

More and more o your customers will evaluate your company based on the level

o speed and utility you offer. In this environment, meeting their needs in mobilesettings is a marketing imperative.

To Stand Out, Make Your Customer’s Life Easier

Tere are many ways to offer utility. You can become a trusted agent, solve a

customer problem, smooth away obstacles, automate mundane tasks, or fill a need

the customer didn’t realize she had. Don’t think only about your products; aspire to

help in a broader context.

Your Strategy Depends On What Experiences You Offer

Evaluate the requency and quality o your customers’ interactions with your

brand. Ten build a strategy based on where you land: Increase the requency o

interactions; use mobile to build up higher-quality interactions; or partner with

somebody who is already serving your customers digitally.



© 2013, 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. To

purchase reprints of this document, please email [email protected]. For additional information, go to www.forrester.com.

FOR INTERACTIVE MARKETING PROFESSIONALS

WHY READ THIS REPORT

Customers are in the midst o a total mind shif. As a result o their perpetual mobile connections, their

expectations have changed. Tey’re not interested in your messaging and logos. Tey want utility, and they

want it now. In the world o the mobile mind shif, a customer expects any desired inormation or service

to be available, on any appropriate device, in context, at their moment o need. Mobile applications are

crucial in this world, as they allow you to create relationships with customers who are outside the reach

o traditional marketing. Your strategy will be different depending on the requency o your customers’

brand experiences and the quality with which you deliver those experiences. Tis report provides specific

strategic recommendations or brands dealing with demanding mobile customers.

Table Of Contents

The Mobile Mind Shift Is Happening Now

Welcome To The Mobile Mind Shift

Five Ways To Serve Perpetually Connected

Customers

Not All Brands Are High Touch, But All Must

Strive To Be

High Quality, High Frequency: Expand YourRelationships

High Quality, Low Frequency: Create ReasonsTo Interact

Low Quality, High Frequency: Improve YourExperiences

Low Quality, Low Frequency: Redefine Service And Partnerships

WHAT IT MEANS

Marketers Will Undergo Their Own Mobile

Mind Shift

Supplemental Material

Notes & Resources

Forrester interviewed 20 vendor and user

companies, including 3M, Barkley, Brown-

Forman, Citibank, Coty, Fidelity, FitNow,

FordDirect, Intent Media, July Systems,

Kimberly-Clark, L’Oreal Paris, Mercedes-

Benz USA, McCann, Mint.com, Neolane,

Razorfish, SapientNitro, Skava, and Time Inc.

Related Research Documents

The Mobile Mind Shift Index

April 19, 2013

Emerging Touchpoints Require A Marketing

Mind Shift

February 19, 2013

The Customer Experience Index, 2013

January 15, 2013

The Always Addressable CustomerSeptember 26, 2012

Marketing Strategy For The Mobile Mind ShiftDelivering Utility At Speed To Perpetually Connected Customers

by Melissa Parrish

with Josh Bernoff, Christine Spivey Overby, Ron Rogowski II, David Truog, Megan

Reinhart, Andia Vokshi, and Jason Knott

2

3

5

12

13

APRIL 19, 2013

http://www.forrester.com/go?objectid=RES95941





http://www.forrester.com/go?objectid=BIO2605















http://www.forrester.com/




Marketing Strategy For The Mobile Mind Shift 2

© 2013, Forrester Research, Inc. Reproduction Prohibited April 19, 2013

THE MOBILE MIND SHIFT IS HAPPENING NOW

Your customers eel entitled. Tey’ve now been trained to expect that anything they want is instantly

available on their smartphones. Te distance between “I want” and “thank you” has never been shorter.

Why? Because your customers are no longer willing to wait or you to serve them. Now they can:

■ Record the contents o a meal while they’re still eating it. Keeping track o ood consumed is

a key to weight loss. With FitNow’s Lose It app, 13 million consumers log and track every bite,

along with the calories, at, carbs, and sodium in it. oo impatient to pick rom a list? Just point

your phone at the bar code on any packaged ood, and it’s in the log in a flash.

■ Update grocery lists as they’re shopping. Using list and task-sharing apps such as Out o Milk,

one spouse can update the grocery list rom a smartphone while the other spouse is in the store.

■ Name that tune. I Googling lyrics is just too much trouble, hold up your phone to the music,and Shazam will tell you the name o the song — and make it easy to buy.

■ ell people they’re running late. Use wist to create and manage appointment times and

locations, and one click will automatically tell the people you’re meeting where you are and how

long it’s likely to take you to arrive, based on traffic and your own travel habits.

■ View your whole financial lie. With Mint.com, you can view all your investments rom dozens

o accounts and see how you’re doing — or shif investments or spending habits — based on

real-time portolio inormation.

Welcome To The Mobile Mind Shift

Tis change goes way beyond adoption o smartphones. It’s a complete shif in the way people

behave and how they think. As customers become accustomed to accomplishing tasks and finding

inormation instantly, they begin to expect immediate, always available convenience rom every

company they interact with. How did you eel the last time you realized you actually had to call a

restaurant to make a reservation because it didn’t have Openable integration? Were you annoyed

to learn it would be eight months beore the new season o a cable V show would be available on

iunes because o subscriber agreements? Tis is the mobile mind shif, which we define as:

Te expectation that any desired information or service is available, on any appropriate device, in

context, at a person’s moment of need.

Te mobile mind shif is sweeping us up rapidly but unevenly. And not all customers have the

same expectations. In act, the shif is occurring in six stages, rom the totally disconnected to

the perpetually connected. By the time customers are in the most-connected groups, they rely on

technology to make their lives easier. We’ve discovered that:






■ An elite group o perpetually connected customers leads the shif. We’ve assembled a tool

called the Mobile Mind Shif Index to analyze the shif. Based on our analysis, 22% o US online

adults (ages 18-plus) are in the groups we call Adapters, Immersers, and Perpetuals — consumers

who connect everywhere, requently, on multiple devices.1 Tese consumers, averaging 34 years

old, have household incomes exceeding $95,000 per year, are well educated, and use dozens o

apps every day. I your customer base is rich with these types o people, then getting started with

mobile connections should be an urgent priority.

■ Tese elite customers turn to technology or convenience. More than two-thirds o Adapters,

Immersers, and Perpetuals find online shopping appealing because it’s easier than going to

a store.2 More than one in three Immersers and Perpetuals, ar more than the rest o the

population, tell us they use alternative online payment systems because it’s a hassle to enter their

credit card or checking account inormation every time they make a purchase.

■ Perpetuals will reveal personal inormation in exchange or value. Forty-three percent o

Perpetuals will share personal inormation i they’re receiving loyalty program points in return,

compared with just 28% o US online adults overall. Tey’ll share their ino or aster (27%) and

better (29%) customer service. And 40% will reveal inormation about themselves in exchange

or VIP perks such as coveted reservations and the ability to skip lines, versus just 17% o US

online adults.

FIVE WAYS TO SERVE PERPETUALLY CONNECTED CUSTOMERS

Highly connected consumers are more impatient than ever with traditional marketing. I your

objective is to create more relevance with these consumers, you’ll need a strategy that connects withthem in mobile channels.3 Tey reject inconvenience and interruptions. Tey just want what they

want when they want it. Give it to them, and you’re a hero — and will get their loyalty. Fail to deliver,

and they’ll move on. You must use technology to shorten the distance between what customers want

and what they get. By analyzing many companies that provide high-quality mobile services, we

identified five primary ways you can accomplish this new marketing imperative:

1. Become a trusted agent. As perpetually connected customers continue to amass digital

relationships with more and more brands, it becomes increasingly difficult to manage all the

relationships. Tis creates an opportunity or brands to become trusted intermediaries or

aggregation, filtering, or liestyles.4 Mercedes-Benz USA has taken on this role with mbrace2,

a suite o apps and services that enolds its customers’ multichannel lives in convenience

and security, whether they want to send directions to their car’s computer or have a real-lie

concierge book their next flight (see Figure 1).

2. Solve a customer problem. While shortening the distance between your customers’ wants and

what you deliver, you’re likely to discover some bumps in the process. Fix them to serve your






most demanding customers. UPS did this with its My Choice service, which pinpoints package

delivery times on any device. I you won’t be home, you can shif the time so packages won’t sit

unattended, risking thef or weather damage. It benefits the business, too, by reducing wasted

uel due to ailed deliveries. Just over a year afer its debut, there are already 600,000 customerstaking advantage o the service.5

3. Get out o the customer’s way. Within any branded interaction, there’s something the customer

wants and something they have to do to get it. As Rob Schmults o Intent Media says: “When

it’s cold, people want to get warmer. Tey don’t want to touch the thermostat — they just have

to.” Nest’s sel-learning thermostat learns your habits and adjusts automatically. Or consider

how Starbucks and Square have worked together — soon you’ll be able to tap Starbucks in the

Square app beore you arrive at the store, and your name and photo will pop up on the register.

You place your order, and the store charges your account — no swiping, scanning, tapping, or

digging cash out o your pocket necessary.

4. Automate mundane tasks. Relieving the burden o manual tasks saves time, creating a big

opportunity or brands. Learn rom Google’s Google Now. It not only reminds you about

appointments but sends a reminder when you need to leave your current location to get there

in time, complete with GPS directions, traffic reports, and the weather at your destination. And

you never have to ask or any o it.

5. Fulfill a need the customer didn’t even know they had. Brands must start looking or

unknown customer needs today and finding creative ways to ulfill them. ake Krispy Kreme

Doughnuts, which already has a “hot light” in all o its stores, alerting nearby consumers

that resh doughnuts are coming out o the oven. Now Krispy Kreme’s Hot Light app revealswhich nearby stores have hot doughnuts, filling a need that customers didn’t realize they had.

According to Krispy Kreme’s agency, Barkley, by December 2012, the app had been downloaded

more than 230,000 times, and the company reported a 6.8% increase in same-store sales in the

third quarter o 2012.6






Figure 1 Mbrace2 Serves Mercedes-Benz Drivers, Inside And Outside Teir Vehicles

Source: Forrester Research, Inc.93501

Source: Mercedes-Benz USA website

NOT ALL BRANDS ARE HIGH TOUCH, BUT ALL MUST STRIVE TO BE

Providing speed and utility comes ar more easily to some companies than to others. o evaluate

your own company’s ability to deliver on these promises, ask two things: Do your customers have

requent experiences with your brand, and do customers perceive those experiences to be o high

quality? Ten place yoursel based on where you land on these two axes (see Figure 2).

■ Assess the requency o your customers’ experiences. Include any customer interactions

you provide, including purchases, use, and service, but not advertising. Companies whose

customers interact with them several times a day, daily, or weekly (such as grocery retailers,mobile service providers, and some packaged goods and financial services suppliers) will end up

on the right side o the axis. Tose that offer less-requent interactions (car companies, airlines,

and insurance companies) will end up on the lef side.

■ Rate your customer experience. Te most precise measure o customer experience is Forrester’s

Customer Experience Index (CXi), which indicates i your customers find that your products or






services meet needs and are easy and enjoyable to use.7 Companies such as Starbucks and USAA

are on the top end o this scale, while less-popular companies such as cable television suppliers

and health insurers are at the bottom. I your company hasn’t been rated or the CXi, you could

substitute a measure such as Net Promoter or your own customer satisaction surveys.8

As we’ll describe in detail in the sections that ollow, your strategy depends on which quadrant your

company lands in.

1. Frequent, high-quality experiences: Expand beyond apps into technology-agnostic, utility-

based experiences.

2. Inrequent, high-quality experiences: Create reasons or customers to interact with you more

requently.

3. Frequent, low-quality experiences: Use mobile to add more high-quality experiences.

4. Inrequent, low-quality experiences: Reconceive your notions o service and partner with

companies that deliver the best, most requent experiences.

Figure 2 Companies Must Have Frequent, High-Quality Customer Experiences o Stay Relevant


Frequency of experiences

Quality of experiences

Starbucks

Bank of America

AppleDisneyUSAA

Mayo ClinicVirgin AtlanticAirways

Comcast

Health insurers






High Quality, High Frequency: Expand Your Relationships

Brands such as Apple and Starbucks deliver requent experiences that are highly positive, but that

doesn’t mean their work is done. Even perennial customer satisaction winner USAA continues

to expand its relationship by rolling out new mobile eatures such as voice navigation and in-app

acceptance o preapproved credit offers — and brand new experiences such as Auto Circle, which

helps customer find, buy, insure, and maintain used cars. I you deliver high-quality, requent

experiences, as these brands do, and want to maintain your leadership status with perpetually

connected customers:

■ Make offline experiences aster and easier. Disney already offers dozens o mobile apps, rom

standalone games to streaming V and radio apps to apps intended or use in the parks. Soon,

the company will launch a service called MyMagic Plus to help vacationers make the most

out o their theme park experiences. MyMagic Plus will encompass a website, a mobile app,

and a digital wristband that will act as room keys, credit cards, park tickets, and photo passes.Customers will be able book ride times, dinner reservations, character meetings, and even spots

to watch the fireworks, up to two months in advance — and change them on the fly with the

mobile app. Te service will store and collect a lot o personal inormation, but the result will be

a better vacation experience with ar less time wasted figuring out where to go next and waiting

in lines.9

■ Create new ways to get your products into your customers’ hands. We’ve written beore about

the virtual store created by esco Homeplus, the brand’s South Korean division, which lets

shoppers scan product images on subway walls, pay or them instantly, and have them delivered

within 30 minutes o getting home (see Figure 3).10 Te initial three-month test in 2011 was

successul: Online sales went up 130%. By February 2012, esco Homeplus had expanded the virtual stores to more than 20 bus stops, and the application required to use the stores had been

downloaded 900,000 times and was the No. 1 shopping app in Korea.11






Figure 3 Commuters Order Groceries With Teir Phones, Tanks o esco Homeplus


Source: Tesco.com

High Quality, Low Frequency: Create Reasons To Interact

Brands such as the Mayo Clinic and Virgin Atlantic Airways deliver high-quality experiences, but

not on a daily basis. I you’re a brand like this, you need a way to get your perpetually connected

customers to think o you more requently, or you could lose mind share to brands with more-

requent experiences. Stop limiting your thinking to your product, and expand the range o

problems you solve.

■ Find your customers’ everyday needs and ulfill them. Nike sells shoes, apparel, and

equipment, products that may be purchased just a ew times a year. But why do consumers

really need those products? o be better athletes, to improve their perormances, to get fit —

goals that are achieved in increments over time. Te Nike Plus Running app is one o six Nikefitness and athletic apps that allow customers to interact daily. It becomes the runner’s constant

companion by tracking the route, pace, and calories burned. o keep customers motivated, it

gives them audio eedback — cheers rom their riends on social media and encouragement

rom some o Nike’s affiliated athletes. Tis approach is resonating with customers —more than

7 million people are part o the Nike Plus community.12






■ Create new types o utility or value or your customers. Even brands whose customers use

their products every day can increase the requency with which their customers think o them.

For example, parents use Johnson & Johnson’s products, such as baby oil and bubble bath, ofen.

o ensure that its products are part o the bedtime routine, the company created its Bedtime

app, which gives parents access to sleep experts, tools to help them learn their babies’ sleep

habits, and a “mommy orum” where parents can learn rom their peers’ experiences. Even more

convenient? Te our-and-a-hal-star app has lullabies and ambient sounds built in to help baby

all asleep (see Figure 4). Now Johnson & Johnson can sell not just baby products but sleep, a

highly valuable product or new parents.

Figure 4 Johnson’s Bedtime App Helps Parents Manage Bedtime


Source: Johnson’s Bedtime mobile app

Low Quality, High Frequency: Improve Your Experiences

Brands such as Bank o America and Comcast are in a dangerous position — they disappoint

customers on a regular basis. Fixing their customer experience is a difficult, multiyear effort. But

with mobile applications, they can create a lot more requent, positive interactions to counterbalance

some o the disappointing ones. I you are in this category:






■ Use mobile to incrementally improve poor experiences. Verizon FiOS gets low customer

experience scores, like many telecom brands — the whole category finds it challenging to keep

customers happy. Verizon’s FiOS app helps create more-positive experiences by allowing FiOS

television and Internet subscribers to watch 75 channels o live V when they’re connected

to their home networks. Te app isn’t perect — this eature launched two years afer it was

demonstrated at a press conerence and still has limitations — but it has succeeded enough to

earn three-and-a-hal stars in the iunes App Store, a big improvement over the poor customer

experience index score the company receives overall (see Figure 5).13

■ Analyze data to land on the right requency. Interacting with your customers many times

a day isn’t a good thing i the interaction isn’t relevant. One drugstore app gets bad reviews

because even though it’s tied to a customer’s loyalty card, it sends daily deals that have nothing

to do with the customer’s purchase history. I the brand started delivering only relevant deals, it

would send ewer alerts, which would save the company money, drive up response rates, andmake its customers think o it more as a utility and less as spam.

Figure 5 Verizon FiOS’s iPad App Has 3.5 Stars


Source: ITunes App Store






Low Quality, Low Frequency: Redefine Service And Partnerships

Brands such as health insurers have a big problem — they deliver inrequent customer experiences,

but when those experiences do happen, they’re typically poor. I you have to improve both the

quality and requency o your customer experiences, you ace a monumental challenge. While you’re

trying to build mobile experiences, brands with higher-requency or better-quality experiences will

be crowding you out o the space on your customers’ mobile devices. Here’s how you can fight back:

■ Create new, high-quality, requent interactions. Overhauling an existing process is

cumbersome, but using mobile to create new experiences outside o those existing processes is

easier. Consider Cigna: It’s still an insurance company and still primarily serves its customers

when they file a claim. But Cigna has subsidized a meditation app to help people reduce stress

or ree. In one ell swoop, it has created reasons to interact more requently, given customers

a ree version o a ormerly paid app rom an outside expert, and is reinorcing a core brand

attribute — all without ripping into existing systems and processes (see Figure 6).

■ Partner up with your category’s digital disruptors. rusted agents will be the way that

customers learn about, purchase, and interact with products. You’ll need a strong partnership

with these agents i you want to stay relevant. o pick the right partners, look or the digital

disruptors in your category.14 FitNow’s Lose It is disrupting the health space and may be a good

partner or pharmaceutical and healthcare brands. Mint.com is disrupting the financial space

and already partners with more-traditional financial services companies. Hotel brands should

consider partnering with Mercedes-Benz to get in ront o its mbrace2 customers.

■ Sponsor utilities, not just media. Paid media isn’t going to disappear, but there will be a major

shif in what it is. Rather than just buying ads on V, online, or in a magazine or sponsoringa live event, brands will have the opportunity to sponsor utility-based interactions that other

brands “own.” Tis is already starting to happen in small-scale, usually offline programs, such

as Samsung’s sponsorship o the mobile charging stations in many major airports. In the uture,

we’ll see more unusual digital utility sponsorships driven by shared missions, even i the link

isn’t obvious. Going on vacation? You’ll have laundry to do when you get home. Te result could

be a travel-booking application sponsored by a laundry detergent brand.






Figure 6 Cigna Sponsors A Free Version O A Popular Meditation App


Source: Cigna’s Relax & Rest mobile app

W H A T I T M E A N S

MARKETERS WILL UNDERGO THEIR OWN MOBILE MIND SHIFT

Fundamental changes in your customers require a corresponding shif in your strategy; those

strategic shifs require different approaches to execute and support them. As companies evolve toserve perpetually connected customers:

■ Marketers will und customer experience projects. Many customer experience

proessionals have difficulty securing budget and executive support or large-scale, big-

impact projects. As marketers roll out comparatively low-cost mobile utilities that






incrementally improve parts o the customer experience, they’ll collect evidence to lend

support to larger customer experience business cases. Eventually, utility-based marketing

programs will be unded with an express goal o creating a business case or a customer

experience overhaul.

■ Digital agencies will increasingly define the experience, not just the marketing. As

the pace o innovation increases and customer needs become more expansive, marketers

will turn to agencies to develop digital products. Nike Fuel already owes its existence to

a partnership between Nike and its agency R/GA. Now, cable operators are looking to

their agencies to help them evolve their business models to offer premium content to

nonsubscribers.

■ Business-to-business (B2B) marketers will serve their customers’ customers. B2B

marketers will have to analyze how to make their buyers more successul — and that means

considering the needs o the ultimate user. For example, NCR, already supplying the systems

that enable retail businesses’ customer interactions, has now launched a consumer-acing

app that enables restaurant patrons to use mobile phones to order their avorite items, pay

their bills, and leave eedback. Te app automatically passes data back to the point-o-sale

system, putting the consumer in control and delivering efficiencies or the restaurant.

■ Companies that don’t evolve will ace shrinking profitability. Brands that don’t make

changes now will be chasing the mobile mind shif as it affects greater portions o the

population. Tey will need to rely more heavily on advertising, which will increasingly

appeal only to customers with less buying power. Not only will current profits all but the

brands’ ability to be profitable in the uture will decrease, as the only customers to whomthey will still be relevant will be in the oldest demographics.

SUPPLEMENTAL MATERIAL

Methodology

Forrester conducted the North American echnographics® Retail Online Benchmark Recontact

Survey, Q3 2012 (US), an online survey fielded in August 2012 o 4,631 US individuals ages

18 to 88. For results based on a randomly chosen sample o this size (N = 4,631), there is 95%

confidence that the results have a statistical precision o plus or minus 1.4% o what they would be

i the entire population o US online individuals ages 18 and older had been surveyed. Forrester

weighted the data by age, gender, income, broadband adoption, and region to demographically

represent the adult US online population. Te survey sample size, when weighted, was 4,555.

(Note: Weighted sample sizes can be different rom the actual number o respondents to account

or individuals generally underrepresented in online panels.) Please note that this was an online






survey. Respondents who participate in online surveys have in general more experience with the

Internet and eel more comortable transacting online. Te data is weighted to be representative or

the total online population on the weighting targets mentioned, but this sample bias may produce

results that differ rom Forrester’s offline benchmark survey. Te sample was drawn rom memberso Marketools’ online panel, and respondents were motivated by receiving points that could

be redeemed or a reward. Te sample provided by Marketools is not a random sample. While

individuals have been randomly sampled rom Marketools’ panel or this particular survey, they

have previously chosen to take part in the Marketools online panel.

Companies Interviewed For This Report

3M

Barkley

Brown-Forman

Citibank

Coty

Fidelity

FitNow

FordDirect

Intent Media

July Systems

Kimberly-Clark

L’Oreal Paris

McCann

Mercedes-Benz USA

Mint.com

Neolane

Razorfish

SapientNitro

Skava

ime Inc.

ENDNOTES

1 o analyze how ar people have shifed, we created the Mobile Mind Shif Index (MMSI), which segments

people into six categories: Disconnecteds, Dabblers, Roamers, Adapters, Immersers, and Perpetuals.

Companies whose customers have above-average MMSIs and who have more than 35% Adapters,

Immersers, and Perpetuals must move urgently to deliver on their customers’ mobile expectations. See the

April 19, 2013, “he Mobile Mind Shit Index” report.

2

Source: North American echnographics Retail Online Benchmark Recontact Survey, Q3 2012 (US).3 Objectives are at the center o our POS ramework or mobile strategy. See the May 10, 2012, “A

Systematic Approach o Mobile Strategy ” report.

4 People can’t successully manage numerous digital relationships on their own, and even the most well-

meaning o brands can’t sel-regulate to avoid a cacophony o ads and intrusions. Enter a new type o













intermediary: agents that intelligently curate the experience and, in doing so, mediate relationships between

brands and customers. See the February 19, 2013, “Emerging ouchpoints Require A Marketing Mind Shit”

report.

5 Source: peter251, “UPS — MyChoice,” Case Studies, Ogilvy, 2012 (http://www.nycasestudies.

com/?portolio=ups-mychoice).

6 Source: “Krispy Kreme — Hot Light App,” Barkley Explore Blog (http://blog-barkleyus-com.s3.amazonaws.

com/wp-content/uploads/2013/02/KrispyKremeCaseStudyIFA.pd); “Krispy Kreme Reports Financial

Results For Te Tird Quarter O Fiscal 2013,” Krispy Kreme Doughnuts press release, November 9, 2012

(http://investor.krispykreme.com/phoenix.zhtml?c=120929&p=irol-newsarticle&ID=1760385).

7 Forrester’s research shows that improving customer experience can have an enormous positive impact on

a firm’s bottom line. o measure whether or not customer experience is improving at major US companies,

we created Forrester’s sixth annual Customer Experience Index (CXi). See the January 15, 2013, “he

Customer Experience Index, 2013” report.8 Net Promoter, Net Promoter Score, and NPS are registered trademarks o Bain, Fred Reichheld, and

Satmetrix Systems. Source: Bain (http://www.bain.com/search.aspx?q=Net+Promoter); Satmetrix Systems

(http://www.satmetrix.com/).

9 Source: om Staggs, “aking the Disney Guest Experience to the Next Level,” Disney Parks Blog, January

7, 2013 (http://disneyparks.disney.go.com/blog/2013/01/taking-the-disney-guest-experience-to-the-next-

level); Shannon Hori, “Disney Magic Spreads With Electronic MagicBand Bracelet,” CBS Miami, January 8,

2013 (http://miami.cbslocal.com/2013/01/08/disney-magic-spreads-with-electronic-magicband-bracelet/);

Brooks Barnes, “At Disney Parks, A Bracelet Meant to Build Loyalty (and Sales),” Te New York imes,

January 7, 2013 (http://www.nytimes.com/2013/01/07/business/media/at-disney-parks-a-bracelet-meant-

to-build-loyalty-and-sales.html).

10 esco Homeplus’ virtual stores have been discussed in previous Forrester reports. See the December 12,

2011, “Beyond ablets: he Next Five Computing Form Factors o Watch” report and see the May 3, 2012,

“Brand Building In he 21st Century ” report.

11 Source: “esco Homeplus expands number o virtual stores,” esco press release, February 7, 2012 (http://

www.tescoplc.com/index.asp?pageid=17&newsid=593).

12 Source: “Te New Nike+ Running Experience: Smarter, More Social, More Motivational,” Nike press release,

June 21, 2012 (http://nikeinc.com/news/nikeplus-experience).

13 We evaluated Verizon FiOS as part o our 2012 Customer Experience study. Verizon FiOS (V service

provider) scored a 63, placing it in the “poor” category. See the January 15, 2013, “Customer Experience

Index, 2013” report.

14 Forrester’s new book provides a complete description o the phenomenon o digital disruption. Source:

James McQuivey, Digital Disruption: Unleashing the Next Wave of Innovation, Amazon Publishing, 2013

(http://www.orrester.com/marketing/books/digital-disruption.html).

















Forrester Research, Inc. (Nasdaq: FORR) is an independent research company that provides pragmatic and forward-thinking advice to

global leaders in business and technology. Forrester works with professionals in 17 key roles at major companies providing proprietary

research customer insight consulting events and peer-to-peer executive programs For more than 29 years Forrester has been making

«

Forrester Focuses On

Interactive Marketing Professionals

In addition to developing and implementing your company’s

digital marketing strategy and programs, you are responsible

for evangelizing the value of digital marketing across your entire

organization. Forrester’s subject-matter expertise and deepunderstanding of your role will help you create forward-thinking

strategies; weigh opportunity against risk; justify decisions; and

optimize your individual, team, and corporate performance.

ILEANA MENDEZ, client persona representing Interactive Marketing Professionals

About Forrester

Global marketing and strategy leaders turn to Forrester to help

them make the tough decisions necessary to capitalize on shifts

in marketing, technology, and consumer behavior. We ensure your

success by providing:

n Data-driven insight to understand the impact of changing

consumer behavior.

n Forward-looking research and analysis to guide your decisions.

n Objective advice on tools and technologies to connect you with

customers.

n Best practices for marketing and cross-channel strategy.

FOR MORE INFORMATION

o find out how Forrester Research can help you be successul every day, please

contact the office nearest you, or visit us at www.orrester.com. For a complete list

o worldwide locations, visit www.orrester.com/about.

CLIENT SUPPORT

For inormation on hard-copy or electronic reprints, please contact Client Support

at +1 866.367.7378, +1 617.613.5730, or [email protected] . We offer

quantity discounts and special pricing or academic and nonprofit institutions.

mailto:[email protected]

http://www.forrester.com/

mailto:[email protected]