Every impression counts when promoting and maintaining a successful business, and managing your brand identity is a major factor in that success. Whether it’s your logo, your website or your business cards, your customers build an impression of your company through every interaction they have with it. Each touchpoint adds up to create your brand image. But in today’s dynamic digital market, customers have more ways than ever to engage with brands.
New and evolving technologies demand that businesses account for the myriad of platforms that can promote as well as demote their brand. Brand research across a diverse range of markets has shown that your customers’ opinions, needs and expectations can turn on a dime, particularly in the court of social media. As a result, the challenge for businesses is to navigate these platforms to ensure they don’t get lost in the crowd, or worse, stand out for all of the wrong reasons.
What Is Brand Identity and Brand Image?
Brand identity is the way a business defines itself to their target audience. Every element that helps define your brand, from name and logo to color scheme and even the language you use to communicate with your audience come together to create your overall brand identity.
On the other hand, your brand image is the perception that customers have of your brand. It is the aggregate of every experience, interaction and association that people have with your organization. Continue reading
Lessons from the Consumer Packaged Goods Industry
The telecom industry has always been innovative, but the innovation has been mostly incremental. Over the past century, we had telegraphs, then wired telephones, then wireless phones, then cell phones, and now we have smartphones. Up until the smartphone, the iterations were not fully reimagined products, just significant improvements on the existing products of the era. Today, we have high-speed internet and smartphones that put most of our communication and entertainment literally at our fingertips. Never has the telecom industry had to reinvent itself to the extent that it does today.
Telecom companies are now essentially media companies, not phone and internet companies. To accommodate all of these changes and to rapidly adapt, telecoms are engaging in an unprecedented number of mergers and acquisitions. A combination of these factors means telecoms need to constantly rethink their products and positioning. They also have to build and market new products—and they have to do it quickly. Continue reading
It’s been three-plus years since I wrote an article on measuring the value of sponsorships, and to this day I still get regular emails and calls about it. Years ago I worked for a large, global CPG company that plowed tens of millions of dollars into high-profile sports sponsorships. While there, I developed a unique interest in the often-ignored measurement of ROI from these sponsorships. Whether it’s due to a lack of research funding because all available dollars were funneled into the campaign, or to potentially protect a pet project of an executive, the area of sponsorships is still often overlooked when organizations measure the effectiveness of their marketing efforts.
The waters of sports sponsorship value are getting even muddier thanks to the changing digital landscape and the ways consumers are choosing, or not choosing, to view media. In 2018, one of the questions our clients most often ask is, “What is the future of sports sponsorships and where should we be spending our money over the next five to ten years?” Telecom providers, some of the largest sports sponsors, are particularly aware that the world is shifting from traditional television to web- and app-based media offerings. What does this shift mean as they look to position their brands in front of fans?
To get a better understanding of the value of sports sponsorship, the telecom research division of Market Strategies conducted an omnibus study of 2,000 consumers in the US. The study explored awareness of digital and stadium sports sponsorships and the impact they have on brand. Continue reading
New Market Strategies study reveals consumer attitudes on “fast” and “slow” lanes
Many industries are closely watching the future of net neutrality. Just last month, the Senate voted to preserve net neutrality, blocking a Federal Communications Commission plan to undo rules set during the Obama era. But short of any eleventh-hour political victories, net neutrality is set to end on June 11.
Industries such as telecommunications, technology and media have a stake in this issue. One of the more contentious aspects of net neutrality is what experts call “fast lanes” and “slow lanes.” Without net neutrality regulations, internet service providers (ISPs) could give certain content and streaming services faster connections, while slowing down other sites. It’s so controversial that even our own in-house telecom experts couldn’t agree on the issue.
While the future of net neutrality still hangs in the balance, it’s important for telecoms to understand consumer attitudes and preferences regarding this issue now. To that end, the telecom research division of Market Strategies International conducted a study to explore the potential consequences for both ISPs and streaming services. Our findings provide guidance on next steps for ISPs as politicians and consumers debate the future of net neutrality.
Consumers now see Comcast as a major Quad Play provider, new data shows
Editor’s Note: This is the final installment of a three-part blog series based on a new, independent research study called “The Xfinity Mobile Effect.” As Comcast marks the one-year anniversary of its Xfinity Mobile launch, this series explores the success and competitive threat of cable companies offering wireless service. This research was featured on Fierce Wireless.
Since the arrival of the so-called “cord cutters,” many experts have been predicting the decline of the cable industry. But rather than back down, many cable MSOs have fought back not just through technological innovation, but also by expanding their businesses. Today, the cable companies experiencing the biggest growth are those that have some sort of bundling offerings, providing a slew of complementary services to customers.
Indeed, cable companies are in a race to establish themselves in the Quad Play business. The ability to provide TV, wireless, broadband and phone services has become a competitive advantage in a world where consumers are increasingly seeking out better deals and the convenience of doing business with just one company.
The latest company to enter Quad Play is Comcast, and the plan appears to be working so far. A new study conducted by the technology and telecom market research division of Market Strategies International shows compelling evidence that with the launch of Xfinity Mobile, Comcast has set itself as a viable Quad Play competitor.
Success of Comcast’s Xfinity Mobile has potentially big repercussions in telecom, new research shows
Editor’s Note: This is the second installment of a three-part blog series based on a new, independent research study called “The Xfinity Mobile Effect.” As Comcast marks the one-year anniversary of its Xfinity Mobile launch, this series explores the success and competitive threat of cable companies offering wireless service. This research was featured on Fierce Wireless.
Quad Play is becoming a real competitive advantage in the telecom market. With consumers wanting a more seamless experience and a better deal from their TV, wireless, broadband and phone providers, more people are choosing to do business with just one provider. There is a big incentive for telecoms to offer Quad Play options: it increases “stickiness” as customers who subscribe to various services are less likely to churn.
But a viable Quad Play strategy is not easy to pull off. It requires major investments in technology, partnerships and marketing. In fact, very few telecoms have become real Quad Play competitors so far. For a few years now, AT&T and Verizon have been unchallenged in the Quad Play space.
That is, until now.
New, independent research from the technology and telecom market research division of Market Strategies International shows that Comcast is now a viable Quad Play business. The report, which we published this week, shows that with the launch of Xfinity Mobile, Comcast is successfully gaining ground in the Quad Play space.
New research from Market Strategies shows Xfinity Mobile’s impressive traction
Editor’s Note: This is the first installment of the three-part blog series based on a new, independent research study called “The Xfinity Mobile Effect.” As Comcast marks the one-year anniversary of its Xfinity Mobile launch, this series explores the success and competitive threat of cable companies offering wireless service. This research was featured on Fierce Wireless.
When Comcast first introduced the Xfinity brand in 2010, many experts and industry observers questioned the move. Blogs like Gizmodo and the Consumerist and even Time Magazine made fun of the rebrand. One branding expert went as far as calling the initiative “a complete and total waste of time and resources.”
Fast forward to 2018, and these experts couldn’t be any more off. The Xfinity brand is alive and well, with Comcast launching a wireless service under this brand in May 2017. Called Xfinity Mobile, the service uses Comcast’s extensive network of Wi-Fi hotspots and Verizon’s cell network.
In a recent independent study, the technology and telecom market research divisions of Market Strategies International sought to understand how Xfinity Mobile is performing both as a wireless service within a highly competitive market, but also as a tool that enhances Comcast’s core Xfinity Internet and TV businesses. The comprehensive research, which we released this week, reveals the impact Xfinity Mobile is making and provides compelling insight on what’s ahead for wireless providers and multi-system operators (MSOs).
In October 2017, CBS shared that its standalone streaming service, CBS All Access, has seen a record number of new subscribers in a single week. And according to the company, Trekkies are responsible for the bump: the new series “Star Trek Discovery” was a hit among fans, with exclusive access to Discovery for subscribers driving a record-breaking number of signups.
“Consumer response to the launch of ‘Star Trek: Discovery’ has been tremendous,” Marc DeBevoise, president of CBS Interactive, revealed. “The buildup to the show’s premiere led us to a record-setting month, week and ultimately day of sign-ups.”
The show, which was already renewed for a second season, is the latest win for CBS All Access, which has become an unlikely success in the competitive streaming service market. Since its launch in late 2014, the subscription streaming service has expanded to a userbase of more than one million users. The company is now planning on taking CBS All Access global.
With 73% of the population regularly streaming video, consumers are racing to get streaming-capable devices for the holiday season. Not only has it been reported that Amazon accounted for half of all online Black Friday sales, its own Fire TV stick was the second most popular item sold on its site. Likewise, one of the hottest items this season at big-box stores such as Best Buy, Walmart and Target are smart TVs. There is little doubt that today’s consumer has become comfortable with streaming video and is looking for more ways to stream content. Continue reading
Trust is defined as “to place confidence in, rely on.” Whom do customers trust to provide their wireless service? The importance of this simple question cannot be overstated with wireless carriers facing the stiffest competition in decades. And the field is increasingly more crowded as cable powerhouses like Comcast and Charter join the fray. With more than 90% of US households having cell phones and more than 50% being wireless only (a figure that is growing daily), few industries have such a massive, growing addressable market. And they all face one cold, hard truth: Failing to gain the trust of their customers could be a multi-billion dollar mistake.
That’s why we focused on brand trust in our latest consumer omnibus study. We looked at not only the traditional wireless providers but also other potential entrants, including cable and technology companies, to find out who could disrupt the usual suspects. And, even more importantly, through our technology industry research we explore whether it’s even a wise business move for the likes of Microsoft, Amazon and Apple to throw their hats into the wireless ring. Continue reading