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Which media brands reach consumers offline and online? Special interest brands like The Weather Channel, ESPN, and Food Network are most successful in reaching adult consumers across channels, while sports brands have the strongest cross-channel presence among youth.
The US government won't mandate Net neutrality in the near future. Why? Because no problem exists today, and legislating neutrality will not give consumers the best results. Going forward, as the Net runs the risk of being weighed down by increasing amounts of rich content, the FCC will step in to ensure service.
Mark your calendars!
Blogging Fundamentals: Building A Business Strategy
May 11, 2006, Cambridge, Mass.
The Essentials Of Search Engine Marketing
June 7-8, 2006, Cambridge, Mass.
The Road Map For Email Marketing Success: An Introduction
July 13, 2006, Chicago
Social Marketing: Tapping Into The Power Of Connected Consumers
July 25, 2006, Chicago
For details, contact Forrester Events at events@forrester.com.
New Distribution Expands The Market For Movies
by Josh Bernoff
Consumer Trust In Media Rebounds In 2005
by Brian Haven
Online Teens Are Not Immune To Phishing
by Maribel D. Lopez
User-Generated Content Ambushes The Media Biz
by Brian Haven
What Communications Services Are Ethnic Minorities Buying?
by Maribel D. Lopez
The State Of Consumer Electronics Online Lead Referrals
by Ted Schadler
Teen Online Ad Targeting: Proceed With Caution
by Shar VanBoskirk
Cord-cutting is mainstreaming in the US: The 8% of mobile consumers who have cut the cord look more like the average mobile population than they did a year ago. In Canada, cord-cutting is less prevalant: Only 2% of mobile Canadians have abandoned their landlines.
Although more than half of US online households use broadband today, most operators report less than 30% sales penetration in their existing broadband footprint. To bring new households onboard and retain existing customers, operators will need to reorient marketing programs to simpler pricing plans, product offerings, and distribution.
Forrester and the ANA surveyed 133 national advertisers and found that 69% feel that DVRs and VOD will either reduce or destroy the effectiveness of the standard commercial. In response, advertisers should act fast to readjust their budgets toward interactive marketing like Web and search.
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TechPotential: Predicting Technology Success
Companies are constantly launching new products that they hope will strike a chord with consumers. But how did Apple's iPod hit it big while WebTV and the tablet PC failed to catch on with mainstream consumers? The answer lies in our new report, "TechPotential: Predicting Technology Success." Our research concludes that success or failure rests on a simple truth: Consumers adopt products when they can easily identify the benefits of those products and when they believe those benefits are worth the effort and cost.
Forrester's Evaluation Of New Products
TechPotential is a tool that Forrester has developed to forecast sales of new consumer technology products and services. It evaluates three aspects of a product's launch -- consumer demand, usability and design, and marketing execution -- to project five-year unit sales of new products. The growth curve is driven by three factors:
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Consumer demand. Consumer demand, which is determined by the consumer's negotiation of the cost and benefits of the product, dictates the potential five-year growth of a product by identifying a universe of possible consumers, analyzing comparable products, and estimating potential consumer demand.
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Usability. We rate a product's design and usability based on four criteria: 1) consumer first impression; 2) installation; 3) first use; and 4) long-term value. Usability can drive word of mouth for a new product and determines how fast a product can grow.
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Execution. Finally, we assess the producer's ability to effectively market and distribute the product and to forge partnerships that will benefit the product's uptake. These marketing factors can slow or quicken the pace at which a new product sells, especially in the first year.
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TechPotential And Real Products
TechPotential's analysis can be applied to a wide array of products and services. Here are a few examples:
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TiVo entered a market with a stable "universe" of potential consumers -- cable or satellite households -- and it established solid footing on the usability front with a stellar first impression and continued value. However, execution factors hurt the rate of TiVo adoption, as marketing efforts early on could have been stronger.
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Netflix has seen potential consumer demand for its service increase as more households adopt DVD players. Potential sales are reinforced by effortless usability, which drives word of mouth for the service. But Netflix will likely see slower growth rates going forward as it competes in a more mature market characterized by fewer new DVD player owners, as well as the availability of cable VOD and video over the Internet.
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Slingbox has a limited target market, which stymies potential sales growth. And while usability scores high, Slingbox requires a complex and lengthy installation process, which affects word of mouth for this product. Slingbox scores well on execution, with press coverage standing in for marketing, and widespread distribution.
How You Can Use TechPotential
TechPotential is designed to reveal not just which products will succeed but also why -- and how to redirect strategy to maximize that success. A TechPotential evaluation can be useful across an organization and for people in many different business capacities:
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Executives can use TechPotential to prioritize projects.
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Product managers can use TechPotential to prioritize launch decisions.
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Venture capitalists can use TechPotential to cut through the clutter.
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Entrepreneurs can use TechPotential to focus their businesses.
Look for new research in the coming weeks on consumer calling patterns, the DVR market, HDTV, the value of video, mobile content's future, emerging marketing channels, top marketing technologies, market mix modeling, and video players, as well as Forrester Wave™ evaluations of content delivery networks for media companies and corporate blogging solutions.
Best,
Chris Charron
Vice President, Research Director
Devices, Media, & Marketing Research
P.S. If you'd like to suggest research for us to write or if there are data points you're looking to track down, feel free to drop me a line anytime at chrischarron@forrester.com.
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