Mobile is fundamentally changing how businesses need to think about customer and employee engagement. Why? Consumers and employees expect anywhere anytime access to information and services in their moment of need. They expect highly contextual or relevant experiences that allow them to complete tasks quickly.
Mobile strategies have moved well beyond shrinking desktop experiences down to small screens.
I get asked a lot, “Well, who is doing this well?” My answer: “Very few companies.” Sophistication in mobile services has become less obvious. Companies with a solid vision are working hard in the background to put infrastructure in place – to create a services layer and APIs – that allows access to their core. As Scott Wilson of United so eloquently said, “We needed a single source of truth.” I would add that you need one ready to deliver real-time information in a consumer's or employee’s context. Expect it to handle a lot of volume as well.
When it comes to benchmarking, too many business professionals are sitting in their inflatable kayaks on the surface of the Gulf of Alaska. They can’t see below the surface to see what their competitors are doing. They treat mobile as a project rather than a product.
In August 2013, Uber – a service that connects passengers in need of a ride to drivers with a few taps within their mobile phone app – was valued at $3.4B despite only $125M in projected revenue for 2013. They have raised $360M. Why is their valuation so high? Because they have transformed a customer experience through mobile and disrupted an industry ecosystem. Companies in Silicon Valley talk about “uber-izing” their customer experience. Uber has become an English verb.
Uber isn’t simply a mobile app. Their goal wasn’t to do something in mobile. Uber is a business that harnesses mobile technology and phones to deliver a phenomenal service. They used mobile to achieve a much bigger goal.
eBusiness and marketing professionals need to shift their thinking as well. Too many focus on mobile as a goal unto itself. They treat mobile as a project rather than an enabler of new services or, more broadly, new engagement models with customers.
Business professionals fund mobile as a project rather than as a product or core element of their infrastructure required to compete today and in the future. Sadly, among eBusiness professionals surveyed by Forrester, 56% spend $1M or less annually on mobile – barely enough for a mobile website and an entry-level mobile app.
The shift in thinking required begins with understanding the full impact that mobile can have on your business. mCommerce, for example, is not the big opportunity for most retailers. The big opportunity lies in influencing brick-and-mortar commerce by driving customers into your stores and getting them to buy more stuff.