What role does mobile play in customer obsession, and how can businesses leapfrog their competition to deliver superior customer experiences? Here are three ways Forrester predicts mobile will change the ways business leaders operate in 2016.
Last year, the number of smartphone subscribers in the world surpassed the number of feature phone subscribers. We expect the share of people using smartphones to grow at a rapid pace through 2020, when 87% of all mobile subscribers will have a smartphone. Several factors will drive this trend, including the falling average selling price of smartphones, the increasing availability of low-cost data plans, greater 3G penetration, and the continued rise of mobile messaging apps, social media, mCommerce, and mobile apps. The majority of new smartphone subscribers will come from Asia Pacific and Africa; the opportunity that developed markets present to handset manufacturers is primarily in the form of handset replacement. According to our recently published Forrester Research World Mobile And Smartphone Adoption Forecast, 2015 To 2020 (Global), in 2020 there will be more than 5.4 billion active smartphones in the hands of more than 3.6 billion subscribers across the globe. Some of the implications of rapid smartphone growth are as follows:
Shortening the smartphone replacement cycle in developed markets.In most developed markets, smartphone penetration is saturating; vendors are expected to launch programs like Apple’s iPhone Upgrade Program to increase smartphone sales by shortening the replacement cycle. And it’s not just the US; handset manufacturers or telcos may launch similar programs in other regions with high smartphone penetration, including Australia, Canada, France, Germany, Hong Kong, the Netherlands, Norway, Saudi Arabia, Singapore, South Korea, Spain, Sweden, the UK, and the United Arab Emirates.
In 2015, wearables will hit mass market: With Apple’s much-anticipated Apple Watch slated for release early next year, the already hype-heavy conversation will reach new heights. My colleague Anjali Lai wrote a report analyzing the true addressable market of Apple Watch from a quantitative and qualitative data perspective – covered right here on the Data Digest– to interject some strong data-driven analysis into the conversation.
The unveiling of the Apple Watch in early September left consumers and industry analysts with more questions than answers. After the sluggish sales of smartwatch predecessors, what is the actual market opportunity for Apple’s wrist-based wearable? Will consumers’ perception of the technology motivate them to make a purchase? And what type of consumer is most receptive to this device?
In my recently published report, I leverage Forrester’s Technographics®360 multimethodology research approach to answer these questions. So far, reaction to the Apple Watch has ranged from skepticism to enthusiasm, and our data shows that the story of Apple Watch adoption is indeed two-sided. Our evaluation of consumer behavior and attitudes reveals an immediate market opportunity for the device as well as psychological barriers to adoption:
However, the story doesn’t end there. Between the advantages and challenges of Apple Watch adoption emerges a third reality, which synthesizes the two. Apple Watch uptake will evolve, with early adopters, motivated by excitement, biting first and a second wave of mainstream consumers – who can see and experience the benefits of the device – buying next.
Mobile developers change people's lives every single day -- they create innovative experiences, reshape how we spend our time, and give us continual access to Facebook and Twitter (the latter being especially important to the author!). The pace at which these new experiences are delivered continues to amaze, yet continues to speed up. As a recovering enterprise mobile developer myself, I'm always tracking the new tools and technologies that developers are using to maintain this pace and provide new innovation. With that in mind, we've published a report on the mobile development predictions for 2015; the changes that will allow developers to continue to produce amazing innovation at a continually faster rate. We've highlighted 8 in the report, but the ones that are especially exciting to me are:
Will the iPhone 6, to be announced on September 9, have NFC and a Sapphire Crystal display?
What about the new Samsung Galaxy Note 4, to be announced at Unpacked on September 3? And will the new Nokia Lumia 730 (a.k.a Superman), to be announced on September 4, have a 5-Megapixel rear-facing camera?
As my colleague Frank Gillett puts it, “Samsung's challenge is to establish an enduring relationship with customers, rather than being an interchangeable Android device maker – and it will take more than a new Galaxy Note to do that.”
"When will Google launch a bank and what will it look like?" is a question I frequently hear from our banking clients. Google’s activities in digital wallets and payments, as well as its reputation as one of the most disruptive firms in the market, have obviously left many banking executives worried. Unfortunately, they’re asking the wrong question.
I’ll leave aside the issue of whether Google or perhaps Apple or Amazon should be the focus of this increased attention. Each of these players has its unique strengths and growth plans, and some of these correlate more or less closely with financial services. That’s not what makes the question so wrong. As I write in my new report, it’s the assumptions that are faulty here; assumptions that reveal precisely the type of legacy mindset that makes many retail banks so vulnerable to disruption.
Many retail financial firms still haven’t grasped the full potential of digital disruption. They think that new competitors will use their digital might to beat them at their own game, be that through more efficient processes, brilliant algorithms or better user experience. While these three things do matter, what matters most is the purpose which they serve. As I have written elsewhere, digital disruptors like Google are disruptive because they don’t play by the rules. Instead, they use digital technologies to deliver better or entirely new ways of meeting customer needs, often bypassing regulation and re-defining a given industry in the process.
You’ve probably already seen the announcement of the partnership between IBM and Apple; Forrester clients can read more about it here, along with our deeper analysis.
While I can’t comment on the trends in North America and Europe, I know that there are some interesting dynamics in the enterprise mobility space in Asia Pacific at the moment. The penetration of technologies like BYOD, customer mobility, and employee-facing mobile apps has been relatively low in many Asian countries, putting the region’s companies behind their North American peers for the most part. I still speak with CIOs and marketing leaders about why they should have a mobility strategy or how they can help their employees stay productive regardless of location.
Don’t get me wrong: There are a lot of smartphones and tablets — particularly iPads — in businesses across the region. But many of these devices, especially the tablets, were personally acquired by employees — so they’re an “accessory tool,” not a core productivity tool; often, corporate tech management doesn’t support them and app-dev teams don’t develop for them.
Apple’s new "Extensibility" feature took somewhat of a backseat to a host of exciting new developer tools announced at Apple’s developer conference a week ago. I’d like to briefly highlight its importance to the enterprise.
In short, Extensibility makes it easy for apps to talk to each other, facilitating more complex mobile workflows and easy access to data stored in personal cloud services. It will spur app developers work together to speed the advancement of what employees will be able to accomplish on mobile.
To elaborate, Extensibility will enable:
Complex inter-app workflows for mobile employees. More advanced content creation apps have been slow to develop on mobile platforms, in part due to lack of app interoperability. Think of the multiple software tools we use to pull a contract from email, sign it, and send it back on a PC. Data must similarly flow across a variety of apps to accomplish this on mobile. Apple has done little to address this, until now.
Access to the personal cloud in enterprise apps. Employees rely on personal cloud services like Dropbox and Evernote to manage an expanding array of digital content online. But these repositories don’t integrate with the enterprise off the bat. Extensibility can act as a router to connect personal data with the apps your employees use every day on the job.
My colleague Ted Schadler explained here how Apple's iOS 8 focuses on developers building new mobile moments.
Once again, Apple increases the value of its ecosystem and will create more stickiness and loyalty by enabling developers and marketers to build new app experiences. The first building block to tap into the new opportunities that wearables and connected objects are opening up is to create a service ecosystem. That’s the reason we haven't heard any product announcements yesterday.
From a marketing standpoint, Apple introduced some new App Store features for developers, like app previews and app bundles. Marketers will be able to let users buy multiple games or apps at once and for a discounted price. App listings can now include feature video demonstrations to showcase the value of your app. The new “Explore” tab - including the trending topics and the vertical scrolling - will also facilitate app discovery.
However, in comparison with the great iOS differentiated innovations announced to create new app experiences (e.g., HealthKit, HomeKit, Swift, TouchID, and open APIs), Apple mostly implemented incremental changes to its App Store marketing. Most marketers sill complain about Apple’s black box and the lack of transparency about Apple App Store’s ranking algorithm and ratings and review systems.