It has been 96 hours (give or take) since the Google's announcement that rocked the mobile payment space. During that time, I read literally dozens of news reports and blog posts to help me understand what this announcement really means. Incidentally, I found a great article that explains how this partnership will work.
Here is my take.
The embedded NFC chip in phones is the most exciting part of the announcement. In order to get mobile payments off the ground, NFC chips must be embedded in phones (unless we all want a sticker on our phone - ugh!). We got step closer with the Google announcement and will now wait for Apple's inevitable announcement on the same point.
Google got their mobile payment architecture right. The focus on existing providers (i.e. MasterCard, Citi, First Data) is the way to go. Reinventing the payment verification and settlement process is not smart and Google avoided that.
Vendors can now start innovating. The embedded NFC chip and associated standards will do for mobile payments what the embedded camera did for mobile deposit. It gives an innovative vendor the opportunity to take advantage of a technology well integrated in a mobile device. The winner here is not Google (from a mobile payments perspective at least), but instead the next "Mitek Systems" that will take that embedded chip to develop a mobile payments service.
In 2006, Forrester found that organizational structure, internal enterprise goal systems, and most urgent business requirements were key obstacles on many firms’ journey toward broad multichannel solutions with rich cross-channel capabilities. At that time, a few advanced firms tried to establish a multichannel organization, an organizational layer to coordinate multichannel requirements and solutions between the different business groups and the IT organization. Has this changed over the past five years?
In our new report, "The ROI Of Mobile Banking," Forrester presents a flexible model to help eBusiness and channel strategy executives estimate the ROI of — and outline the business case for — their mobile banking strategies. The resulting return on investment comes to roughly 15%. While positive, the ROI from our model is far from a ringing endorsement of mobile as a money maker for banks today.
For the report, we use our model to estimate the ROI of a multifaceted mobile banking effort by a US-based retail banking provider with 500,000 deposit account customers. Forrester’s model includes eight modifiable inputs: four cost inputs and four benefit inputs. These cover the cost of developing, testing, and implementing mobile services, as well as the potential savings and revenue that a provider might expect from offering such services.
Our findings do not mean mobile banking initiatives should be scrapped. Far from it: Supporting the mobile channel is no longer optional for banking providers in most markets. Their customers and prospects — especially the younger set of Gen Xers, Gen Yers, and teen Millennials — will demand it. Forrester’s Technographics® research shows that 22% of US online adults say it is either “important” or “very important” that the deposit account provider they choose offer access to their accounts through a mobile phone or device. And more than a third of adults younger than 35 feel this way.