With great convenience comes great responsibility...
Once a month I use my blog to highlight some of S&R’s latest and greatest. The cloud is attractive for many reasons -- the possibility of working from home, the vast array of performance and analytical capabilities available, knowing that your backups are safe from that fateful coffee spill, etc. Although the cloud is not a new concept, the security essentials behind it unfortunately remain a mystery to practically all users. What’s worse, the security professionals tasked with protecting corporate data rarely have visibility into all the risk -- it’s simply too easy for users to make critical cloud decisions without process or oversight.
Underestimating or neglecting the necessary security practices that a cloud requires can lead to hacks, breaches, and horrendous data leaks. We’ve seen our fair share of security embarrassments that range from Hollywood execs to the US government, and S&R pros know that these are far from done.
Digital technologies have shifted control into the hands of your customers. Your customers are now independent, active agents in everything, from selecting the channels and platforms they prefer, to the very definition of your brands. As CIO, you’re in an enviable position and are more essential to your firm’s success than ever. You have the technology know-how to tap into these digital technologies. And together with your CMO, you can lead your firm to become customer obsessed and create the digital experiences that win, serve, and retain customers. But you have to be willing to change the way you work.
CIOs of customer obsessed firms must embrace an accelerated pace of change and reinvention, for themselves and their organizations. But years of radical IT outsourcing have denuded many technology management organizations. In fact, Forrester's Q1 2015 Digital Experience Delivery Survey found that the top barrier to success was a lack of resources. So your first order of business as CIO? Invest heavily in new skills:
Software engineering.Software (and how well it does or doesn’t perform) underpins the brand for digital businesses, making core software development and delivery skills paramount to your firm’s future success. Agile methods, continuous-delivery techniques, and product management skills will be critical – not just in pockets, but scaled up to address all software engineering needs.
Twitter's had a busy few days. Last Thursday, the company opened up about Project Lightning, a new feature that'll make it easier for users to follow live events like the NHL Stanely Cup Finals. And Friday, Twitter announced two more new features: product pages and place pages will collect people's tweets about, well, products and places; and product and place collections will allow people to curate lists of their favorite products and places.
It's fantastic to see Twitter innovating. These announcements mean the company has now launched more new features in the past nine days than it had in the previous nine years — and that'll be important if they're going to get back on track. And Project Lightning looks like a great idea. Twitter created an event-specific experience for the 2014 FIFA World Cup and credited that experiment with a boost in usage. Offering similar experiences for other events makes a lot of sense, and should bring more people to the site more often.
But product-focused pages are unlikely to be the company's savior. According to our Forrester Technograhpics survey data, US online adults are more than four times more likely to research products on a search engine than on a product's social media page. And they're more than three times more likely to do research on a brand or manufacturer web site than on a product's social page.
A few weeks ago I was in Barcelona for the Global eCommerce Summit (GeS). One of the hot topics on the agenda, and during the coffee breaks, was internationalization. How best to evaluate and prioritize new market entry? How far do you need to go with localizing your website and the customer experience? How do you manage different market regulations and nuances?
The focus of these questions at GeS this year was the US and China. Yet, these questions also apply when considering market expansion in Europe. Forrester’s new Western European Online Cross-Border Retail Sales Forecast 2013 To 2018 shows the opportunity for eBusiness professionals, pursuing European expansion through cross-border sales, is growing. In fact, European online cross-border sales will reach €40 billion by 2018, growing at a compound annual growth rate (CAGR) of 11% over the five year forecast period.
Key takeaways from the forecast include:
The majority of online cross-border revenues will stay within Europe. European online consumers who buy outside their home market are more likely to do so from another European market rather than those outside Europe.
More retailers look for growth across borders, broadening the competitive landscape. The number of EU retailers who sell online across borders will grow by a CAGR of 12%, with 28% of European online retailers selling across borders by 2018. eBusiness pros at retailers of different sizes and categories are actively pursuing valuable cross-border shoppers and international sales to drive growth.
As a recent addition to the Forrester Application Development and Delivery (AD&D) team, I thought I’d use my first post here to introduce myself.
I’ve been a professional software developer, in one capacity or another, for the entirety of my professional career. Like many others on this team, I’m a geek (not a nerd; yes, there is a difference) and very interested in anything related to software development, gadgets and especially mobile.
As part of the AD&D team, I’ll be focusing on Mobile development topics alongside my colleagues Jeffrey Hammond and Michael Facemire. Because of my experience with open source software, described below, I will be focusing some of my efforts on that space as well. Currently I’m working on updating some of the existing reports in the Mobile App Dev Playbook, the first of which will be published soon.
Before coming to Forrester, I was a product manager at SAP responsible for part of the SAP Mobile Platform (SMP) SDK. I owned the SMP Hybrid SDK (called Kapsel) and the SAP Fiori Client, a native mobile runtime for SAP Fiori. In the last ten years, I’ve held positions at BlackBerry, BoxTone (now part of Good Technology) and AT&T. While at AT&T, I focused primarily on mobile application platforms, achieving developer certification for several products in this space.
For the past few years, Forrester has fielded a Global Mobile Executive Survey to understand and benchmark mobile initiatives. This year, my colleagues Julie Ask, Jennifer Wise and I are updating the survey again to help business executives and marketers benchmark and mature their mobile strategy and services.
Planning and organizing for the use of mobile technologies is a complex task. Integrating mobile as part of a broader corporate strategy is even more complex. However, some players are leading the way and working on infrastructure, staffing, and competencies that are hard to see unless you look closely. If you want to understand the role that mobile is playing in various organizations, what their objectives are, how they measure the success of their mobile initiatives, and a lot more, you just have to share with us your own perspective and we will aggregate the answers.
For your efforts, we will share a free copy of the survey results.
If you’re in charge of your company's mobile consumer initiative or if you’re familiar with it, then please take this survey.
Apple and Google have recently announced the total number of app downloads from their app stores over the past 12 months. Apps downloaded by by iOS users crossed the 100 billion mark in June 2015 — 25 billion of those in the past 12 months — while Android users have downloaded more than 50 billion apps in the past 12 months. Google did not announce a cumulative download figure, although we know that app downloads passed 50 billion in July 2013. It took Android almost 57 months to cross the 50 billion milestone, compared with about 59 months for Apple. Android app downloads have overtaken iOS app downloads due to the rapid adoption of Android-based phones in emerging markets. However, this does not include Chinese app stores serving Android users, such as 360 Mobile Assistant, Myapp, Baidu, MIUI, Wandoujia, Huawei, and Anzhi Market; our just-published Forrester Research Mobile Application Spending Forecast, 2015 To 2020 (Global) indicates that these entities will account for more than half of the expected 226 billion app downloads in 2015.
Word of mouth isn’t just one of marketers’ favorite social tactics, it’s one of the most effective as well. But many word of mouth marketers still simply post content online and hope it'll spread — and this "post and pray" method rarely works. Forrester believes the real key to generating word of mouth is identifying people to speak on brands’ behalf and then motivating those advocates and influencers to action.
To help marketers create more successful word of mouth programs, Forrester is planning a Market Overview report that details which vendorsoffer Word of Mouth Platforms and what specific WOM technologies these vendors offer. Forrester defines Word of Mouth Platforms as “technologies that help brands identify customer advocates, employee advocates, and category influencers, and then activate those advocates and influencers to share messages on the brands’ behalf.”
If you’d like to be considered for this report, please email me at nelliott at forrester dot com, and we'll send you a questionnaire.
Firms are blowing opportunities to engender their customers’ lifelong loyalty. Here’s an example from my own recent experience:
As an analyst, I fly 100,000-plus miles with a preferred airline every year, and I’m a mobile mind-shifted consumer; therefore, I have made some assumptions that have led to an expectation. Assumption — weather delays are not a new phenomenon in travel; assumption — the technology to analyze data and communicate with passengers has been around for a while now, and my big airline that is bleeding money out of its ears should have invested in it; expectation — my airline is going to use my mobile device to understand and take care of me because I’m important to them.
Here’s a summary of how that turned out not to be the case and how my airline could have used systems of insight to handle a bad situation and secure my lifetime loyalty:
Data they had access to: Weather projections over Chicago.
Insight they should have had: My aircraft had a high probability of flying right into a bad system.
Action they could have taken: They could have rebooked me before I got on the plane.
What actually happened: I was stranded in Chicago when a tornado touched down at about the same time I did.
It’s the Tools and technology chapter, which has been an absolute beast of a research project. After all, where do you start outlining all of the tools and technologies you need to transform your business to become truly digital? To digitize your business strategy?
The short answer is you don’t.
In most of our research for the Digital Business Transformation Playbook we’ve concentrated on finding and outlining best practice examples of traditional firms that are transforming to embed digital into the heart of their business strategy. As one of our Research Directors so rightly pointed out early in this research, “horses don’t like stories about unicorns”. It’s not so helpful for us to tell you “hey, just copy Amazon” when you run a retail bank with a chain of a thousand branches around the world.
But in this instance we do need to hunt for unicorns.
Because the unicorns are nailing it.
Firms like Amazon, eBay or Spotify manage digital technology on the massive scale, yet retain a high level of innovation and agility. So what sets them and other digital masters, apart from digital dinosaurs in their relationship to technology? What can we learn from how they plan, manage and invest in technology? What we found was: