For the past few months, we've been using our newsletter and podcast to highlight one of our analysts on Forrester's Security & Risk Team. This month, we decided to interview an S&R consultant. Todd Barnum is our consulting director, a two-time CISO, and a leading expert in information security governance, design, and operations! Click below to hear our consultant spotlight on Todd. If you're not signed up for our newsletters, I highly encourage you to do so; please email email@example.com for additional details.
To download the MP3 version of the podcast, please click here.
As mobile becomes a critical component of your digital strategy and overall business, eBusiness professionals should have an answer when their executive teams ask, “Who does mobile commerce well?” Forrester has answered that question for you in our new report published today. Using a proprietary framework, we analyzed top retailers’ mobile experiences (sites and apps) and measured how well they addressed key challenges to mobile commerce sales and supported mobile-enabled commerce in other channels. We selected the best of the best for our review to highlight the strongest functionality and uncover cross-category best practices.
Our framework evaluates the strengths of these mobile phone websites and their corresponding apps across six elements:
Findability. The ease of finding a mobile site or app altogether.
Utility. How useful the site or app is for shoppers.
Searchability. How well search and search functionality like predictive text works on mobile phones.
Browsability. How easy it is to browse the retailer’s mobile site or app.
Buyability. How easy and frictionless the buying process is on the mobile site or app.
Overall design. The ease of navigating content on mobile sites and apps, as well as other mobile content that shoppers engage with including email and text messages.
As we enter the 2014 holiday season, retail news outlets are latching on to dramatic headlines highlighting the risk of showrooming - the act of checking prices on a mobile device in a store and then purchasing at another retailer. Yes it’s true; customers use their mobile phones to compare prices in-stores. However the behavior of shopping multiple stores to find the lowest price is nothing new. My grandmother often "showroomed" a bag of peanuts at the farmers market just to save a few cents. I suspect this behavior has been occurring as long as humans have been bartering goods.
While the behavior is not new, mobile phones have enabled customers to compare prices immediately across a vast set of digital retailers. As mobile phones afford customers greater choice in-aisle, showrooming has instilled fear in legacy retail organizations who quickly realized they no longer completely control the experience in their stores. At first, retailers responded with force by removing Wi-Fi, which in a world with rich cellular connectivity did little to curb showrooming behavior. Today retailers are reacting to showrooming by providing margin-eroding offers in-aisle. In the future, advanced retailers will begin to embrace showrooming, using the signals from price-checking on mobile phones (either by observing behavior or using retail store analytics) to offer greater convenience and rich experiences at the customer’s moment of need.
The 2015 budgeting season is underway, and my colleague and Research Associate Mike Carpenter has provided some excellent guidance on how to secure the resources you will need to run your 2015 social marketing programs:
Say the words social media marketing in a budget meeting and C-suiters immediately flip on their ROI blinders. Many marketers assume that executives will just “get” social, but lack of organizational buy-in continues to limit funding for social marketing programs. Thankfully there is a way to secure your budget just in time for 2015: speak in a language executives understand by building a business case for social.
In our report Get Approval To Fund Your Social Marketing Initiative, we detail the full cycle for getting an ample social marketing budget, including the steps to building a solid business case. Here are four data sources listed in the report to help you inform your case and win the funding you need:
1. Previous Campaigns
Arguing with history is tough, so flaunt your successful campaigns to fund new ones! Showing wins from previous social campaigns trumps mere speculation by providing confident directional data. By the same token, avoid highlighting campaigns that did not impact business objectives. Budget holders will be unlikely to dole out the dough if they can not see social's connection with real business outcomes.
If you’re a security and risk leader, it’s either the best of times or the worst of times. Today, it feels as if not a week goes by without yet another revelation of a large scale cyberattack targeting a trusted corporate brand. Suddenly, business executives who used to avoid you want to be your best friend and are looking at security as an integral piece of the business technology agenda. Why the sudden corporate conviviality? Well, now when there is a major customer breach, it’s not just your job that’s on the line, it’s their job on the line as well - and potentially up to a $1 billion in corporate profits. This means that protecting customers’ data and preserving their privacy can no longer be limited to the CISO or chief privacy officer. In fact, if your company execs are smart, they’ll make it one of their top business and corporate social responsibilities in 2015 - and if they’re not, look for a new job, because you don’t want to be working there.
This is why we predict that in 2015 there will be:
We are in a golden age of data breaches - just this week, the United States Post Office was the latest casualty - and consumer attitudes about data security and privacy are evolving accordingly. If your data security and privacy programs exist just to ensure you meet compliance, you’re going to be in trouble. Data (and the resulting insights) is power. Data can also be the downfall for an organization when improperly handled or lost.
In 2015, Forrester predicts that privacy will be a competitive differentiator. There is a maze of conflicting global privacy laws to address and business partner requirements to meet in today’s data economy. There’s also a fine line between cool and creepy, and often it’s blurred. Companies, such as Apple, are sensitive to this and adjusting their strategies and messaging accordingly. Meanwhile, customers — both consumers and businesses — vote with their wallets.
Today, Vodafone is already one of the largest global telcos, with direct presence in 60 countries and many more through partnerships. But while managed mobility remains at core of Vodafone’s strategy, the company’s ambition is to be “the world’s leading total communications provider in enterprise” and to “help customers to build better businesses.” Given its origin and history as a mobile-only telco, achieving this goal is a tall order.
Yet, Vodafone has changed dramatically in the last few years. It acquired Cable & Wireless Worldwide in 2012, which gave it access to a larger global network and to a larger customer base of multinational customers. In 2013, Vodafone sold its 45% stake in Verizon Wireless, which provided it with significant cash assets for M&A-related activities. At that time, Vodafone also launched its infrastructure Project Spring, which added another £7 billion to an existing planned spend of £12 billion.
Digital transformation will drive technology spending growth of 4.9%.Always-connected, technology-empowered customers are redefining sources of competitive advantage for AP organizations. In fact, 79% of business and technology decision-makers that Forrester surveyed indicated that improving the experience of technology-empowered customers will be a high or critical priority for their business in 2015. Similarly, 57% said that meeting consumers’ rising expectations was one of the reasons that they would spend more money on technology next year — the top reported reason for increased technology spending
The two most noteworthy recent events in China are obviously the APEC Summit and the Singles’ Day shopping festival. Since its creation five years ago, Singles’ Day has become the online shopping feast that almost every Chinese consumer expects.
The shopping event was created by Alibaba in 2009 as a promotion to drive sales on Tmall and Taobao on the November 11 Singles’ Day holiday. Alibaba uses the event to reward consumers and reinforce its eCommerce influence in the Chinese market. Now the most influential eCommerce event in China, Singles’ Day is no longer Alibaba’s monopoly — almost all e-tailers and even offline retailers are getting involved.
Compared with past years, the Singles’ Day 2014 campaign has several new features:
Global reach. Top eCommerce players such as Alibaba, Amazon, Jingdong, and Suning have all announced “globalization” plans and activities around this year’s event; these plans include offering a broad selection of discounted products, preferential tax rates, free or low-cost international shipping, and speedy delivery.
Big data. According to Alizila, Alibaba will apply predictive analysis to Tmall transaction data to project order volume. The Cainiao smart logistics network and its delivery partners can use this information to allocate resources and respond to demand more precisely.
Interactions between online and offline. To expand the impact of online retail to offline businesses, Alibaba conducted offline-to-online promotional activities for home renovation and home decoration projects. It also rallied more than 300 department stores in 18 cities to join the event by offering special discounts to shoppers who buy store-value cards online and use them to redeem goods in physical stores.
In this playbook, we do not predict the future of technology but we try to understand how, in the age of the customer, I&O must transform to support businesses by accelerating the speed of service delivery, enabling capacity when and where needed and improving customers and employee experience.
All industries mature towards commoditization and abstraction of the underlying technology because knowledge and expertise are cumulative. Our industry will follow an identical trajectory that will result in ubiquitous and easier to implement, manage and change technology.