Mobile Web: Long Tail Versus Short Tail Debate

Julie Ask

Last year, every consumer brand seemed to be building an iPhone application. Towards the end of 2009, they began to say, 'We have an iPhone application. Now what?" For many, the answer seems to be "mobile Web." The open question is "how." I'll be publishing an in-depth study on how with my colleague Brian Walker, going into more depth on the implications of commerce for mobile Web builds. One of the strategic questions that must be answered first is, "do I build a mobile Web site for all devices (= long tail)?" or "do I have a more tiered approach with custom development for the handful of devices (short tail) which drive most of my traffic and a more automated approach for all the other devices (long tail)?" Good questions.

There are some good sources of information online. AdMob and Millennial Media publish monthly reports based on ad requests they see. Netbiscuits just published a white paper with a lot of good data.

First, how long is the long tail? According to the Netbiscuits white paper, it was 2,496 devices in February 2010. How short is the short tail (= 50% of the traffic)? In February 2010, only 12 devices. What is the number one device in each report? Yes, the iPhone -- or now iOS 4 platform. In terms of global traffic, Netbiscuits put Apple first with 36% of traffic while AdMob's numbers for Apple were a bit lower at 33%.

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Crowd Factory Launches New Social Campaign Product

Melissa Parrish

Crowd Factory announced today a new product for marketers: CrowdWorks Social Campaign -- which it describes as a way for marketers “to acquire new customers through simple social sharing and custom social marketing campaigns while easily tracking ROI.”

The key word there is simple.  What Social Campaign offers marketers is not complex end-to-end community/social/conversational/engagement marketing functionality and services.  It’s a curated set of light social applications (like sharing and ratings) -- which it refers to as social gestures -- that marketers can use to impact the business goals they’ve already established for their campaigns.

The interface is as simple as the feature set too, which may be a welcome change of pace for marketers who are used to requesting design and coding work from already tapped development resources.  Crowd Factory says it takes 10 minutes, and no technical skills, to customize and deploy a social gesture, and having seen the dashboard, I can believe it.  Of course, that 10-minute time-to-launch comes only after the platform has been approved by whatever internal departments need to sign off on technology platforms, but once that step is completed, the dashboard is in fact a platform that can be used over and over to customize and deploy new social gestures without additional help from tech resources.

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A New Financial Services Survey Started

Jost Hoppermann

When designing application infrastructure strategy, planning for the renewal of their application landscape, or assessing their overall strategic position, banks and other types of firms in financial services typically like to know the answer to the question: “What are the others doing?” In the past, surveys similar to our newest financial services survey helped application delivery professionals as well as enterprise architects assess their position, for example, regarding application infrastructure strategy as well as broader application renewal initiatives and position their individual initiative in the regional or global IT and business environment.

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iAd -- Is $60M A Big Deal?

Julie Ask

Most of the news this morning at WWDC was around iPhone 4 and iOS 4. Will leave the new device and platform play to my colleague Charles Golvin. I can't wait to get one of the new phones . . . very slick as it looks like a mini iPad in a modified format.

iAd . . . $60M committed for the second half of 2010. Initial advertisers include: AT&T, Best Buy, Campbell Soup Company, Chanel, Citi, DirecTV, GEICO, GE, JCPenney, Liberty Mutual Group, Nissan, Sears, State Farm, Target, Turner Broadcasting System, Unilever, and The Walt Disney Studios.

Pretty impressive. How do they get to $60M? Rumor is that the minimum buy-in is $1M, but it goes up from there. They claim to have 50% of mobile ad market share according to a J.P. Morgan study. I think it is a bold claim unless this is purely the media spend and doesn't include creative. Our number is comparable -- but without creative. Advertisers can count on the buzz surrounding iAd's launch on July 1. That alone may justify the initial buy. These initial advertisers are a smart bunch. A few million dollars isn't much to any one of them, but these are sizeable buys for mobile.

I think there are a lot of interesting questions to be answered. Many will be "wait and see," but here's my wishlist:

- What do I get for $1M+ in mobile advertising? Am I buying creative, development, ads, and analytics?

- How much targeting do I get?

- Is it performance-based? Or CPMs?

- What will work well on the i OS4 devices? Branding? Or, will the ads leverage context -- the context of how, where, and when I use these devices? Will the ads drive me to online purchases or into a nearby store to make a purchase?

- How much control do I get over where my ads are placed?

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Does Your Organization Have A Great Internal/External Social Community?

Nigel Fenwick

Each year we conduct a search for the best examples of social media/social communities as part of our search for winners of the prestigious Forrester Groundswell Awards. This year we have added a new category of award aimed at internal communities designed to help management with innovation and/or collaboration across the organization — communities that empower employees.

In the fall I’ll be helping my colleague, Ted Schadler — co-author of the upcoming book Empowered — to judge the winners of the management category. So if you have a social community or social media success story please consider nominating your firm for one or more categories in this year’s awards.

Find out how to submit your nomination through the Forrester Groundswell blog here.

If you are a vendor and helping a client implement a social community you may nominate your client with their permission.

Good luck!

Next post: Autonomy, mastery & purpose: Motivation for your It staff

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Do All Business Applications Need To Be Social?

TJ Keitt

Next week, vendors from across the social computing landscape will converge on Boston for TechWeb’s Enterprise 2.0, a business Web 2.0 conference and trade show. In advance of this event – which I will be attending – I thought I’d discuss a topic that has started to emerge in my research of social software: the proliferation of social components in business applications. More specifically, I want to address a question a client recently raised: is having a social layer going to be necessary for businesses to adopt business applications going forward?

Over the last few years, we have seen software vendors position social tools as part of software suites such as collaboration platforms (e.g. SharePoint 2010, Lotus Connections), project management packages (e.g. ThoughtWorks Mingle),  BPM tools (e.g. ARISalign) and CRM systems (e.g. Salesforce Chatter). This is the natural reaction to what seems to be heavy business interest in these technologies: 65% of firms deploy at least one Web 2.0 tool. However, the marketing and selling of these tools is predicated on two myths:

  • Myth #1: Information workers are clamoring for these social tools. I have sat in on many vendor briefings where a company representative tells me employees demand Facebook-like or Twitter-like tools to do their jobs. Not true. When we ask information workers about their use of social networks, wikis, discussion forums, blogs, and microblogs for work, only a small group actually uses them; social networking tools, the best-adopted technology, is used by only 12% of information workers. When we ask non-users their desire in using each of these tools, small portions express interest; the most sought-after technology, discussion forums, only piques the interest of 15% of information workers.
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The Evolution Of Green IT: A Forrester Video Series, Part 2

Doug Washburn

[Scroll down to view Forrester’s "The Evolution Of Green IT" video… don’t worry, it’s only ~6 minutes.]

As a quick recap, part one of this video series walked through how corporations and governments are using green strategies to achieve their financial and political ends. From there, I gave a handful of examples around how green IT is helping leading organizations — like Sprint, AT&T, and Tesco — save $20m, $12m, and achieve a 17% reduction in fuel consumption, respectively. 

So what can you expect in part two? In ~6:00 minutes, part two of this video series will discuss green IT's quickly expanding scope and approach. What do I mean by this? In short, green IT's scope is evolving beyond the data center into distributed IT and broader business operations. Forrester calls this the green IT 1.0 ("green for IT") and 2.0 ("IT for green") transition. Likewise, the approach to green IT is expanding beyond procuring more energy efficient equipment to also include software, services, people, and process. And the savings from these new approaches are impressive:

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Corporate Mentoring Benefits Employee Development

Claire Schooley

In this podcast Claire covers the three most common types of relationships in workplace mentoring and goes on to discuss the benefits to the mentor, mentee, and organization. She cites two major companies that have succesfully implemented large scale mentoring technology implementations. Critical components for successful mentoring programs are discussed and the podcast is closed with takeways for establishing a mentoring program.

http://www.forrester.com/role_based/images/author/imported/forresterDotCom/Podcasts/BPA/BP_6.7.10_Schooley_Corporate_Mentoring_Benefits_Employee_Development.mp3

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Smarter Cities: Incorporate The "How To" Of Execution Into The Vision Itself

Jennifer Belissent, Ph.D.

According to IBM’s CEO Sam Palmisano, “vision without execution is delusion.”  That saying stuck in the minds of attendees at IBM’s SmarterCities event in Shanghai last week making it the de facto theme of the event. According to Palmisano, it’s time to move beyond ideas and put those ideas into practice.

I would argue, however, that when it comes to making “cities” smarter it’s not a question of “vision without execution.”   IBM and others are executing, particularly in China and other emerging markets. IBM’s growth markets revenue was up 19% in 2009, up from 18% growth in 2008. China alone grew 14.7 % in 2010. In many markets, stimulus funding has spurred spending on “smart” initiatives. 

Rather, it is still more a question of vision.  The mantra of smarter cities resonates with many — it’s like motherhood and apple pie, or the equivalents across the globe (rice pudding? crème brûlée?). You can’t argue against it. But, can you show me a smarter city? “Smarter cities” is a catch-all phrase for any initiative undertaken by a government or even nongovernmental entity — the transport ministry or tax agency, the postal service, a hospital or university, or even an association of exporters. Don’t get me wrong; I love the idea. I’ve just been wrestling with a definition for some time now. Everything can be a “city” and within IBM’s sights. 

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Lessons And Observations From IT Forum 2010

Christopher Andrews

I’m back to blogging after a busy month of travel. Two weeks ago I attended Forrester’s IT Forum in Las Vegas, and I am preparing for IT Forum EMEA in Lisbon later this week. 

Unfortunately, this week’s IT Forum is at the same time as the World Innovation Forum, which many of my professional colleagues are attending. But Forrester’s IT Forums still give me a much great opportunity to interact with people who are working on innovation initiatives, so I'm not complaining.  I’m looking forward to reporting on my experience in Lisbon next week. 

 Here are a few of my observations from the Vegas event:

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