For the second year in a row, Spain’s CaixaBank tops our review of European banks’ mobile banking services. Not only CaixaBank delivers the basics superbly when it comes to transactional features, it also excels in offering a wide array of touchpoints including a smartwatch app and a fully-optimized mobile website with product research tools, as well as best-in-class alert services, and outstanding marketing and sales functionality.
Forrester has just published its 2016 European Mobile Banking Functionality Benchmark, revealing important insights about the current state of European mobile banking. We evaluated the mobile banking services of 11 of the largest retail banks in Europe, and found out that CaixaBank in Spain, Garanti in Turkey, and Bank Zachodni WBK in Poland continue to lead in mobile banking. The three banks achieve mobile banking success by offering both strong basic functionality and a wide range of next-generation features. For example, CaixaBank lets customers make mobile contactless payments in store by providing a digital wallet integrated into the main mobile banking app. Garanti offers an interactive, voice-activated virtual assistant that customers can use to search the app for functionality and various task like finding a past transaction. Bank Zachodni WBK helps customers reach human help easily by offering video banking through their mobile banking app.
[Image Below: Bank Zachodni WBK Offers Video Banking Through Its Mobile App]
Her research identifies four ways to avoid brand and customer experience dissonance:
1) Paint a vivid picture -- This is not about building a 60 page static brand strategy, but rather determining the key emotional moments a customer goes through and identifying how to meet those needs with on brand experiences. AirBNB storyboarded critical moments for both their hosts and guests and uses these storyboards to focus the efforts of marketing, customer service and employee training.
My Mobile Mind Shift (MMS) happened this year! What’s interesting about this revelation is that I’ve been working in the smartphone industry for more than 10 years now. If that’s how long it took me, and I work in the industry, how long is it going to take the rest of the world? Not much longer, I expect.
I used to work for BlackBerry, so I was involved with early smartphones. At the time, a smartphone was a phone that did ‘more’; it had a browser, email, PIM, and you could make apps for it that allowed you to do pretty much anything you wanted. The definition has changed a bit, and nowadays most of the world thinks that Apple created the smartphone, but experience tells me otherwise.
Anyway, for all these years, I’ve loved having a smartphone – Just having a phone, email and a browser was enough for me. I helped a lot of people write apps for smartphones, and used a few apps myself (Facebook, Fandango, Twitter and Flipboard for example) but my phone wasn’t such an important part of my life that it replaced other things. Actually, having worked for BlackBerry, and being connected all the time, drove me to want to disconnect from access at the end of my day. If I was on the road, you could reach me any time, but while at home. I’d leave my phone in my office at the end of the day. Friends or coworkers would call or email me after hours and not hear back from me until the next morning.
So, what happened? Well, mobile just got easier, that’s what happened. I don’t know how to explain it any other way.
And Forrester's Marketing 2016 Europe forum is under way!
Forum host Melissa Parrish just kicked off our two days in London by acknowledging that ideas related to customer obsession aren't new per se. John Spedan Lewis, originated the John Lewis Partnership in 1929 which distributed profits from the John Lewis department stores to employees, specifically so that employees would be invested in delivering exceptional customer service. What is new today is that the post-digital climate has raised customer expectations from brand experiences and introduced new, faster ways for businesses to get customers what they want in their moment of need.
So how can you -- as a marketing leader at your organization -- drive customer obsession and post-digital strategies?
How leaders act has more influence on business culture and transformation than who they are or what they say. Customer obsessed leaders specifically:
Measure customer obsessed behavior
Reward people for performing against those metrics
Unblock performance inhibitors by removing obstacles
Model customer obsessed behaviors that they want employees to demonstrate
In my morning keynote tomorrow, I will be addressing how demonstrating the actions James highlighted will help your brand be more Human, Helpful and Handy -- the key characteristics of post-digital marketers. Can't wait!
Digital media buying is changing dramatically all over the world — traditional buying models have been displaced by new programmatic buying models. China, the world’s largest and fastest-growing digital market, started later in programmatic buying, but is catching up quickly. However, China’s ecosystem is less mature, with hundreds of players competing fiercely in different sectors. My latest report, The World’s Largest Digital Market Goes Programmatic, provides an overview of the landscape and key features of the programmatic buying market in China.
Programmatic buying is gaining momentum in China because:
Chinese consumers are addicted to online media. Metro Chinese online adults already spend more time on online media than offline.
Spending on online display ads is increasing rapidly. As a result of skyrocketing online media consumption, China is now the second-largest online advertising market in the world. Metro Chinese online adults are also more open to online display ads than online adults in the US.
Advertisers are eager to improve buying effectiveness. China’s digital advertising market is more fragmented than those in Western countries, and it’s more challenging for Chinese marketers to achieve a positive return on their digital investments.
Last year marked the first time that digital video outpaced every other online activity in time spent. It even eclipsed social media. If your customers are spending time with video, then you need to be there too.
Online video platforms or OVPs used to serve media and broadcasting companies. OVPs took charge in streaming media assets online. They still do, but their roles have expanded and now they serve online sales and marketing operations, too.
Video is an important component in each step of the customer journey. Brand videos fit into the discover phase, while product demonstrations are important in the buy segment. User generated content and personalized videos fit into each stage of the process and OVPs support and enable them.
Online video platforms or OVPs should be an essential part of your strategy because they support your efforts to:
The Background – Linux as a Fast Follower and the Need for Hot Patching
No doubt about it, Linux has made impressive strides in the last 15 years, gaining many features previously associated with high-end proprietary Unix as it made the transition from small system plaything to core enterprise processing resource and the engine of the extended web as we know it. Along the way it gained reliable and highly scalable schedulers, a multiplicity of efficient and scalable file systems, advanced RAS features, its own embedded virtualization and efficient thread support.
As Linux grew, so did supporting hardware, particularly the capabilities of the ubiquitous x86 CPU upon which the vast majority of Linux runs today. But the debate has always been about how close Linux could get to "the real OS", the core proprietary Unix variants that for two decades defined the limits of non-mainframe scalability and reliability. But "the times they are a changing", and the new narrative may be "when will Unix catch up to Linux on critical RAS features like hot patching".
Hot patching, the ability to apply updates to the OS kernel while it is running, is a long sought-after but elusive feature of a production OS. Long sought after because both developers and operations teams recognize that bringing down an OS instance that is doing critical high-volume work is at best disruptive and worst a logistical nightmare, and elusive because it is incredibly difficult. There have been several failed attempts, and several implementations that "almost worked" but were so fraught with exceptions that they were not really useful in production.[i]
Today, the average US smartphone owner spends over 2 hours per day using apps and websites on their device — more time than they spend watching TV. Despite this, most of the time that consumers spend using these mobile devices is to communicate with others. Downloaded social networking and communication apps — messaging, email, and digital video/voice – come in a variety of forms; some facilitate intimate conversation, while others blast a network (or even the public) with a one-way status update. As a whole, these apps achieve some of the highest app reach and engagement rates for both US and UK consumers.
The battle over ad blockers has never been fiercer: Their popularity with consumers is skyrocketing across the globe. Ad blockers offer a better online experience and have become easier to use. But consumers like them as a way to protect their privacy and their data from being misused. Firms increasingly think that their best bet is to block the blockers. But a recent study has shown that this strategy is just a losing game, as it has contributed to the deep decline in traffic figures. And the problem doesn’t end there; the EU recently made its voice heard by saying that blocking ad blockers is a practice that breaches EU privacy rules.
But what about your customers? If you use ad blockers, just think of the last time you wanted to check out an article online but were asked to uninstall your ad blocker first or, possibly worse, to fill in your details to “freely” enjoy your read.
Security, risk, and privacy professionals must be mindful that the privacy practices that they design and enforce have a direct effect on the customer’s interaction with their firms. As much as they think about compliance, they must consider the privacy experience of their customers too. And this is one of the examples where the collaboration with marketing leaders, including customer experience, customer insight, and the marketing leadership, becomes extremely important.
Forrester defines Enterprise File Sync and Share (EFSS) as the technologies that "allow organizations to share and replicate content across multiple devices, distributing files to employees and/or customers or partners outside the enterprise".
Two Forrester Waves on the EFSS market were published recently, segmenting this crowded market into two categories: cloud solutions and hybrid solutions. Forrester clients can access them here: