Dados da Internet no Mundo

No site daIMR podemos encontrar alguns dados sobre a Internet no Mundo.
O crescimento da utilização deste canal fica patente no quadro abaixo.

Future Consumer

Este estudo, disponivel em formato PDF, no site da Capgemini levanta vàrios pontos importantes sobre o novo Consumidor e a forma como as empressas se terão da adaptar aos mesmos.

Alguns dos pontos mais importantes sao:

Shopper Dialogue
Establish and maintain a true two-way dialogue with individual consumers. This will be the most valuable means to really understand your consumers. Anonymous consumer surveys will not be sufficient. Consumers will expect to have a true dialogue with companies – as long as it is relevant and brings them value. They will expect customized communication – and in return they will provide valuable information about their true needs and preferences.

Improve your face to the shopper – both in physical stores and online. This will require more frequent format and merchandise assortment changes to keep up with the pace of consumer change. Consumers are not satisfied with their stores (both brick-and-mortar and online) and shopping experiences. Current shopper concerns relate to things like product issues (quality, availability), accessibility and navigation, packaging and information labeling (for example, in relation to health and wellness, which is the number one consumer driver) as well as price perception.


Personalize your offerings – and be able to deliver.
Consumers are increasingly expecting and appreciating personalized products and services. In some cases, this requires different scenarios to effectively and efficiently synchronize the actual individual demand with the capabilities to produce, customize, assemble, fulfill and/or service these demands.

Be transparent in your information management. Consumers appreciate companies that can accurately provide relevant information how and when they need it. Consumers increasingly research their purchases across various channels – and they expect this information to be readily available, adequate and consistent.

Manage consumer information (personal profiles) effectively. Consumers are willing to share information – as long as they can trust that this information is being treated in a respectful manner and is translated into relevant offerings and promotions, fully in accordance with consumers’ wishes and needs (for example, in cases when a consumer is not open to a personalized approach).

Love is personal

BjornBorg

A Bjorn Borg apresenta-nos mais um mini site que se destaca pela personalização, neste caso, de um elemento publicitàrio.
O objectivo desta acção, LoveForAll, é nada mais nada menos que "aparelhar" pessoas.
Sendo isso algo muito pessoal, e para que resulte, a escolha é feito através de um pequeno cenàrio, com algumas dropboxs, onde se recolhe informação sobre o utilizador para se cruzar com os elementos da acção.

Primeiro o utilizador desceve-se...Quem sou eu:

Depois o utilizador descreve o que procura...eu quero:

Para tornar tudo ainda mais onetoone o utilizador faz o upload da foto

Com estes elementos a aplicação faz a magia...

Não querendo estragar surpresas...
Se você disse que gostava de Soul, o som vai ser Soul, bem como o tipo de posters no quadro, o restaurante, o tipo de saida....
A recolha de todos os dados é feita via questionàrio, resultado é um elemento publicitàrio personalizado ao utilizador, o principio està todo là....
Os extras são criativos, desde alguns de fotos com a pessoa com quem a aplicação nos cruzou, até a possibilidade de realmente contactar com esta....

BBC

BBC

A BBC permita personalizar a sua HomePage



O utilizador é convidado a informar a cor pretendida, a localização e os temas preferidos:





O resultado final é a personalização do canal de contacto, mostrando a informação que o utilizador pretende saber, melhorando a experiência do consumidor, facilitando a navegabilidade no site, e o tempo perdido em buscas.



Caso pretenda pode fazer um refresh ou editar os parametros.

NIKE ID

NIKE ID é um exemplo de site, onde uma empresa autoriza o cliente a "construir" o produto final.

Ao entrar no site
NIKEID

Posso começar um projecto do zero...


e alterar os cerca de 9 elementos personalizaveis...


O meu NIKEID...PG


Face a um consumidor cada vez mais selectivo nas suas escolhas, e com traços cada vez menos homogeneos, esta solução encontrada no online deve ser replicada por outras empresas e sectores. ( Lembro me do mesmo ter sido feito pela Smart permitindo escolher as cores dos elementos do carro)

Caso SAAB

A SAAB desenvolveu este minisite, e acredito que o objectivo, para além de ser uma grande forma de se destacar do clutter pela inovação, serà sobretudo, fornecer ao cliente o carro mais adequado à personalidade da pessoa.
Depois de percorrer um pequeno teste a SAAB indicanos o carro que potencialmente serà o mais adequada para mim.
Este sou eu:

O carro ideal para mim:

Grande iniciativa, e boa sugestão, mas nao me deveriam ter perguntado quanto estava disposto a gastar? Nao seria esse um Factor critico de decisão nas compras no sector automovel?

Testem voces mesmos:
http://dyc.saab-web.com/microsites/turbogene/GLOBAL/en/index.shtml

Um bom exemplo de personalização do produto e da oferta ao cliente.

Disney Case -Technology's Role in the Digital Client World

The November ISM eNewsletter 2008 gave this great case studie.

During a recent presentation by Tom Boyles, SVP for Global Customer Managed Relations for Disney Parks and Resorts, Tom explained that whereas Disney used to define CRM (which they call Creating Relationship Magic) as “know me + be relevant to me”, in today’s Digital Client world this definition has evolved to “know me well enough at any point in time or place, and be relevant everywhere in every transaction for every guest.” Executing against this definition allows Disney to drive a unique and customized experience at each customer touch point. How does Disney pull this off?

They start out with enormous knowledge – demographic, transactional and lifestyle – of each existing and potential customer. It’s amazing the effort that they spend, for example, to know that December 6-13 2008 is in fact the best week to promote a family vacation to the Goldenberg family in Bethesda, Maryland! Next Disney triggers their comprehensive Guest Engagement process (consisting of aggregate, coordinate, influence, manage, own) aimed at securing the Goldenberg family’s December business. This starts out with a customized email to us that highlights our past trips to Disney, our preferences, and the new Disney attractions that they feel are relevant to us (this is why their emails cost $.60 a piece). Once my family has shown an interest in their email by going onto their web site to learn more, Disney begins a series of increasingly relevant communications initially to help secure the sale and then to ready us through to our arrival at Disney World. Once at Disney World, Disney knows to welcome us back. Upon completion of our vacation, Disney stores all our recent transactions and stated preferences, and they thank us for our business.

Let’s sum up the Disney example. Disney has put into place an impressive process to manage each customer experience with excellence, but this process could not happen if their employees & Digital Clients did not buy into this process and if Disney did not utilize multi-channel technologies to address their ‘always-on, always-connected’ Digital Clients needs and ‘business in an instant’ expectations.

So what exactly is technology’s role in the Digital Client world? Has the 50-30-20% PPT mix changed? I’d argue that the role of technology is the same as it has always been – namely the tools that allow Disney to ‘be relevant everywhere in every interaction with every guest’ – but with a twist. Being ‘relevant everywhere in every transaction’ now requires a new level of technical sophistication that incorporates Web 2.0 tools (e.g., wikis, social networks, blogs, podcasts, etc.) and a multitude of wonderful mobility options/devices. The challenge is how to select and apply these new tools in a meaningful way to our evolving day-to-day Digital Client businesses.

Personalization is not Technology: Using Web Personalization to Promote your Business Goal

Just rode this article Personalization is not Technology: Using Web Personalization to Promote your Business Goal by Christian Ricci.
http://www.boxesandarrows.com/view/personalization_is_not_technology_using_web_personalization_to_promote_your_business_goal

I would like to highligth some quotes:

The most important personalization, properly implemented, brings focus to your message and delivers an experience that is visitor-oriented, quick to inform, and relevant. Personalization, poorly implemented, complicates the user experience and orphans content.
If you are a web strategist, designer, or content manager, you are undoubtedly familiar with the value of web personalization. For years, we’ve been working to ease the complexity associated with authoring, delivering, and consuming rich, dynamic content via browser-based applications. Introducing more content, and varying it routinely, may make your site fresh, but it can also have a negative impact on your overall message. When does freshness become noise? And how can personalization cut through the clutter?

What is web personalization?
Web personalization is a strategy, a marketing tool, and an art. Personalization requires implicitly or explicitly collecting visitor information and leveraging that knowledge in your content delivery framework to manipulate what information you present to your users and how you present it.
Correctly executed, personalization of the visitor’s experience makes his time on your site, or in your application, more productive and engaging. Personalization can also be valuable to you and your organization, because it drives desired business results such as increasing visitor response or promoting customer retention.
Unfortunately, personalization for its own sake has the potential to increase the complexity of your site interface and drive inefficiency into your architecture. It might even compromise the effectiveness of your marketing message or, worse, impair the user’s experience. Few businesses are willing to sacrifice their core message for the sake of a few trick web pages.
Contrary to popular belief, personalization doesn’t have to take the form of customized content portals, popularized in the mid-to-late 90s by snap.com and My Yahoo!. Nor does personalization require expensive applications or live-in consultants. Personalization can be as blatant or as understated as you want it to be.
It’s a tired old yarn, but if you hope to implement a web personalization strategy, the first and most important step is to develop and mature your business goals and requirements. It is important to detail what it is you hope to do and, from that knowledge, develop an understanding of how you get from an idea to implementation. You might be surprised to discover that it won’t require most of next year’s budget to achieve worthwhile results.

What makes personalization successful?
Too frequently, personalization initiatives die on the white board. It can seem a daunting task when development teams gather to consider technical and business requirements (such as changes to architecture, user profile storage and analysis, and content management). Analysis paralysis kills personalization projects early and often because teams overreach.
So what’s the key to successfully implementing personalization initiatives? Start small and pick achievable goals that integrate well into your existing presentation framework. Think of personalization as a way to enable your business plan. Over time, with successful implementations, it can become an enabling technology; a component of your overall marketing strategy, your communication message, even branding.

However, in order to accomplish any level of personalization, whether it’s for your internet, intranet, or extranet site, you need:
* A high-level driver, owner, and/or sponsor
This should be someone in management, executive management, or at the C-level who has ownership of the “bottom-line” results.
* Measurable business goals
Your personalization initiatives must be measured against practical and relevant business metrics.
* Long-term commitment
This is an iterative process; some phases will be very successful, others will be less so.
Most importantly, keep the process simple. Stay focused on the business goals, tackle manageable projects, measure the success or failure of your changes, and learn from your mistakes.

What are your business requirements?
Think through this carefully. What are your business goals? How can you turn these business goals into personalization business requirements?
By giving prudent forethought to maturing your intention and measuring your results, you can keep the process well focused. For example, if your goal is to increase sales revenue, you might use personalization to better transition anonymous internet visitors to sales leads. Or, if your goal is to decrease software support costs, you might use personalization to promote online support tools for an application or service that you know a specific user is interested in.
How are you going to do it?
Once the business requirements are well defined and understood, refine and elaborate upon them until you can develop use cases to support the end goal. I am using the software engineer’s definition of “use case” here, focused on describing the precise behavior of the application, not necessarily the user interface.
For example, if your goal is to collect more email addresses from job-seeking internet site users, your use case might explain how you intend to identify visitors as job-seekers, how you will prompt them for their email addresses, and how they will be rewarded for providing the information. (Remember, these are your customers. Don’t force them to provide data. And when they do provide personal details, offer them tangible rewards for doing so.)

User interface design, when implementing personalization initiatives, remains an important part of the design process. In fact, careful user interface design may be more important than ever. Don’t allow your modified presentation framework to become a barrier to end users, compromising your message or intentions. Keep in mind:


* This is a partnership
You are engaging in a partnership with your visitor, using what they share with you, explicitly and implicitly, to facilitate a more productive relationship. They need to trust you and you need to honor their wishes. These objectives may manifest themselves in the user interface.
* The message is still key
When choosing to display or hide content from your site visitor based on a personalization initiative, you need to fully understand the ramifications of such an effort. Will this adaptation of the user interface render some content inaccessible, or orphaned? Will this adaptation of the user interface alter the presentation such that the overall integrity of your site is compromised?


If business goals describe what you want, business requirements describe what you need to do, and use cases describe how you plan on doing it.
Who is your visitor?
From an understanding of your business requirements, develop a visitor profile definition and visitor segments.
A visitor profile is a collection of attributes that you’ll need to either maintain or derive in order to support personalization. Implicit profile attributes can be derived from browsing patterns, cookies, and other sources. Explicit profile attributes come from online questionnaires, registration forms, integrated CRM or sales force automation tools, and legacy or existing databases. In short, explicit profile attributes come from customer responses, while implicit profile attributes come from watching or interpreting customer behavior.
A visitor segment is a collection of users with matching profiles. Certainly, a loose definition of target segments may develop as business requirements mature. After all, these are the people you strive to reach with your personalization initiatives. Visitor segments may be very broad or very confined in scope. However, once a visitor’s attributes and the mechanics of maintaining and collecting visitor profile data are known, rules can be developed that formally define segments.
Sample visitor segments might include registered site users who have not purchased any services, customers who have not purchased a service in more than 12 months or, simply, investors.
How you collect and store this information is a sensitive and timely topic. In many parts of the world, and among some segments of the internet community, cookies are despised. Take this into account when determining what data you have access to and how you leverage it.
How do you measure success?
How will you measure the success or failure of your personalization business requirements once they become technical deliverables? It is important to measure success or failure in any personalization exercise. Failures need to be eliminated before they cause further trouble. Successes can be used to drive further financial, time, and personnel investment.
As you determine your business goals, requirements, and use cases, keep in mind what sort of metrics you can collect before and after implementing any changes to your user interfaces. Also, try to determine how this data should change as a result of personalization.

Amazon: No Longer the Role Model for E-Commerce Design?

Just rode yesterday one article that should be the first post of some topics to be discussed in this blog
The Amazon Case Studie.

Many design elements work for Amazon.com mainly because of its status as the world's largest and most established e-commerce site. Normal sites should not copy Amazon's design.
It's usually good to copy the big guys. When people grow accustomed to a certain design, following it in your own interface supports transfer of learning and thus increases usability. If you're designing an application, follow the lead of Microsoft Office -- for example, use a floppy-disk icon to denote "save" (even though nobody saves to floppies any more). If you're implementing a search feature, copy Google.

For e-commerce usability, Amazon.com used to be the model. In 2001, we evaluated the usability of twenty e-commerce sites and Amazon was the clear winner, scoring 65% higher than the average of the other nineteen sites. Having the Web's best usability served Amazon well: sales increased by 126% from 2001 to 2004.

Of course, rather than simply copy any one site, it's best to follow the hundreds of detailed research findings about e-commerce usability. But people often prefer to be told just one thing. For many years, that one thing in e-commerce design was "Do like Amazon." No more.

Amazon has recently changed so much that the average e-commerce site will reduce its usability by emulating its design too closely.

Paradoxically, Amazon's design may work well for Amazon itself. The company is simply so different from other e-commerce sites that what's good for Amazon is not good for normal sites.

What's Bad About Amazon
Cluttered pages. Amazon's product pages are littered with extraneous features, ranging from a "Gold Box" over a "wish list spree" to promotions for reading glasses and other irrelevant products. A single book page I analyzed contained 259 links and buttons. It was so cluttered that key product information -- like publication date, page count, and average review rating -- was three screensfulls below the fold (on a standard 1024 x 768 screen). Cluttered pages might work for Amazon because its users are typically long-time customers who know the features and can easily screen them out. Although first-time visitors are no doubt overwhelmed, by now they account for a tiny percentage of Amazon's revenues.
Internet-wide search feature. A small part of Amazon's clutter is caused by a search feature for the entire Web. This is a violation of guideline #52 for homepage usability: if people want to search the Web, they'll go to their favorite search engine, not your site. Amazon nonetheless offers this feature because it owns the featured search engine, A9. Promoting A9 likely provides sufficient business benefits to the overall company to compensate for lost sales caused by clutter on the main site. But if you don't own a search engine, don't offer a Web-wide search.
Advertising on product pages. Amazon spends about two inches of each product page advertising other websites. Although this generates revenue, the average e-commerce site should be ashamed if it can't make far more money selling to a hot lead who's already investigating one of its own products. Amazon's position as the default place to buy books is so strong that it can afford to send shoppers off to other sites, knowing they'll return later and buy the book anyway. You can't make the same assumption. Sell to your prospects, rather than throw them away.
Lousy UI for specialized product categories. Try buying a Mozart concerto or a plasma TV on Amazon. Unless you know in advance the exact product you want, Amazon's category pages make it basically impossible to identify the best offerings. Using a single e-commerce engine for thirty-one different product categories has fueled Amazon's tremendous growth. The cost to customers, however, is poor support for each product type's special requirements. If you're selling classical music, you're better off studying the best classical sites rather than copying Amazon's design. Something that works for popular music fails for a genre in which a single composer can be represented on thousands of CDs.
Lack of integration with its international sites. It's good that Amazon offers fully localized sites in six countries outside the United States, but there is no integration across the sites. If you're a French user looking at a book on the American site, for example, there's no indication that you can order the same book from Amazon.fr or that a French translation is available. Also, third-party sites that recommend books are relegated to extremely awkward linking strategies when they want to support international users (for example, "Get this book from Amazon in the U.S., in the U.K., or in Japan").
Co-branding. Amazon is leveraging its e-commerce engine to serve as the online platform for many other companies. Much confusion results, as users don't know what company they're dealing with. People understand the simple model of one company, one website. Anything else is problematic. For example, sometimes you think you've ordered from Amazon, only to get email from a company you've never heard of. In these times of overflowing inboxes, we know that users are likely to delete such emails unread. Usability problems also result when users are interested in a company that outsources its e-commerce to Amazon. For example, we tested Toys-R-Us as part of our "clicks-and-mortar" study of store finders and locators: because Amazon handled the company's online toy sales, people had great difficulty finding the address of a real-world toy store on the website.

What's Still Good About Amazon
Confirmation email. Except when they're part of a co-branded sale, Amazon's use of confirmation emails keeps users in the loop and increases their trust in the overall fulfillment process.
Fulfillment. When you buy something, you get it. In the rare case that there is a problem, you get a clear email telling you so. Of course, that's the way e-commerce should be, but all too often it's not when you shop on other sites. Amazon's success with fulfillment clearly proves that the total user experience goes beyond the user interface.
Login screen. Amazon's sign-in screen remains a model to be emulated, minimizing the common problem of new customers who try to log in without having registered. Amazon presents two questions in linear order: (1) "What is your email address?" and (2) "Do you have an Amazon.com password?" For the second question, users can select one of two radio buttons: "No, I am a new customer," or "Yes, I have a password." Many other sites present the new- and established-user sections side-by-side, and thereby divert new users to the established-user section through the magnetic attraction of type-in fields.
Relevant cross-sales. "Customers who bought this book also bought" continues to be a stellar approach to cross-selling. It almost always drags up other relevant products that the customer is likely to want.
Sample content. One of the biggest challenges in e-commerce is alleviating people's fear of getting either the wrong product or a low-quality one. Online sales have a huge handicap here, because shoppers can't touch the merchandise. To minimize this problem, get users as close to your products as possible in a virtual world. Give them the specifics they need in a language they understand and show them meaningful pictures. Amazon does this well, especially in using sample content, such as book excerpts and music snippets.
Comprehensive product selection. Amazon lays claim to "earth's biggest selection" and for once, a company actually lives up to its slogan. We've known since 1997 that users want comprehensive services on the Web, and Amazon fulfills that need, especially within their original focus of books. If it's published, they carry it. Even better, they don't remove a book from the site once it goes out of print; instead, they offer a marketplace for buying and selling used copies. The product page retains the same URL, even when the product status changes, thus avoiding the linkrot that plagues so many other etailers.

On balance, Amazon is still the world's best e-commerce site. Many of its strengths, however, are unique to its status and would not carry over to sites that emulate its design.