The app economy is blurring the lines and opening up new opportunities, with a lot of new entrants in the mobile space, be it with mobile CRM and analytics, store analytics, dedicated gaming analytics, etc. A bunch of players have raised more than $250+ million among the likes of Flurry, Urban Airship, Crittercism, Kontagent, Trademob, Apsalar, App Annie, and Localytics, to name a few. Expect a lot of innovation and acquisitions in that space once mobile is more naturally integrated into digital marketing strategies.
On average, mobile now represents more than 20% of overall traffic to websites. For some companies, including many in media, more than half of all visits come via mobile devices. In some countries, such as India, mobile has surpassed PC traffic. Marketers are integrating mobile as part of their marketing mix, but too many have not defined the metrics they’ll use to measure the success of their mobile initiatives. Many lack the tools they need to deeply analyze traffic and behaviors to optimize their performance.
Thirty-seven percent of marketers we surveyed do not have defined mobile objectives. For those who do, goals are not necessarily clearly defined, prioritized, and quantified. Half of marketers surveyed have neither defined key performance indicators nor implemented a mobile analytics solution! Most marketers consider mobile as a loyalty channel: a way to improve customer engagement and increase satisfaction. Marketers must define precisely what they expect their customers to do on their mobile websites or mobile apps, and what actions they would like customers to take, before tracking progress.
Voice-controlled intelligent assistants offer a tantalizingly productive vision of end user computing. Using voice commands, users can extend the computing experience to not just mobile scenarios, but to hyper-mobile, on-the-go situations (such as while driving). With wearables like Google Glass, voice command promises even deeper integration into hyper-mobile experiences, as this video demonstrates. And voice controlled intelligent assistants can also enable next-generation collaboration tools like MindMeld.
In spite of this promise, there remains a lurking sense that voice control is more of a gimmick than a productivity enhancer. (As of the time I posted this blog, a Google search for Siri+gimmick yielded… “about 2,430,000 results”). To see where voice control really stands, we surveyed information workers in North American and Europe about their use of voice commands.
Information workers’ use of voice control today:
In reality, many information workers with smartphones are already using voice commands – at least occasionally. Our survey revealed that:
I attended Google’s annual atmosphere road show recently, an event aimed at presenting solutions for business customers. The main points I took away were:
Google’s “mosaic” approach to portfolio development offers tremendous potential. Google has comprehensive offerings covering communications and collaboration solutions (Gmail, Google Plus), contextualized services (Maps, Compute Engine), application development (App Engine), discovery and archiving (Search, Vault), and access tools to information and entertainment (Nexus range, Chromebook/Chromebox).
Google’s approach to innovation sets an industry benchmark. Google is going for 10x innovation, rather than the typical industry approach of pursuing 10% incremental improvements. Compared with its peers, this “moonshot” approach is unorthodox. However, moonshot innovation constitutes a cornerstone of Google’s competitive advantage. It requires Google’s team to think outside established norms. One part of its innovation drive encourages staff to spend 20% of their work time outside their day-to-day tasks. Google is a rare species of company in that it does not see failure if experiments don’t work out. Google cuts the losses, looks at the lessons learned — and employees move on to new projects.
Today’s new details on Windows 8.1 show that Microsoft is on track for updating Windows annually, that they’re engaged in significant product improvements and they are listening to market feedback. There were a ton of improvements and new built-in apps. Among all the details, three were the most significant to advancing Windows:
· Smart Search. By combining Bing’s web search with search across my devices and Skydrive, search becomes more relevant and personal. We’ll be watching to see how third-party developers can use this and where Microsoft goes with it. Very interesting.
· Making Windows desktop modern and more synergistic. The tweaks to allow the desktop background underneath the Start Screen and the return of the Start button make it feel a little less like I’m running two PCs in one, but the difference is still jarring.
Maps are only growing in importance as they become the primary portal on mobile phones for a growing list of information and services. As Apple showed us last year, it's critical to own maps - and to do maps well, particularly as a growing percentage of time is spent discovering, accessing, and engaging content within maps. With that said, it's not immediately clear to me what justifies a $1B+ (reported) price tag for Google’s acquisition of Waze, but I'll assume they did great due diligence or offered a high price to get a deal done.
For instance, many companies do acquisitions for audience, but Google's audience - even just on Android or Google Maps is substantial. Waze's website says 30M users; other sources say 50M. Apparently, engagement among users is high ... but is it well distributed? Are there enough active users in each market for the same excellent experience?
However, Waze does add new features that Google Maps doesn't already have e.g., the ability of users to report traffic issues, police cameras, broken down vehicles - you name it. Layering user-generated content into maps in real time in a way that makes sense and is useful to everyone at that place at that moment is not typical. Mobile needs to be highly contextual in ways people are beginning to understand, but are really struggling to implement well. It also increases speed to market if Google/Android team were otherwise developing this on their own.
With maps integrated into every retail, travel, banking, insurance, (ok go down the list) app on your phone, I don’t think any company can have too much map technology, or too many engineers/developers for maps and navigation technology.
Google sets amazing new standards when it comes to web, mobile, and cloud technologies. That's why we are here at Google I/O 2013 in San Fransciso to find out what new technologies and tools developers can expect on all technology fronts. See this special edition of Forrester TechnoPolitics to experience the energy of Google I/O.
At Google I/O, the company managed to impress on a lot of fronts, enough that its stock began to climb as investors realized that Google is keeping up with — and in some cases, staying in front of — its digital platform competitors Apple, Facebook, and Microsoft. The new developer tools and resources announced will certainly lead to better apps, be developed more quickly, and be capable of generating more revenue. And consumer experiences in mobile, Google Maps, and the browser are about to get significantly more useful and elegant.
But one announcement debuted at I/O that doesn’t move the needle for Google — at least not as much as it could have — is the Google Play Music All Access pass. Despite the convoluted moniker, the service is straightforward: Pay $9.99 a month (in the US for now, more countries to come), and you’ll have unlimited access to a cloud-based music library with intuitive features that allow elegant discovery, consumption, and sharing of music.
If it sounds familiar, it’s because it is. The service can’t differentiate on its music library because the best it can do is license the same library that Spotify and Rdio already offer. All Access also creates playlists for you based on your music tastes as expressed by you directly or learned from your listening patterns and friends. That should also sound familiar because the same value is contained to various degrees in Pandora, iTunes, and Amazon Cloud Player.
Bottom line: Despite working really hard, the best that Google can do in music is to catch up to everybody else in the field. And that’s precisely what the company has done.
Last month I published new research on the Database of Affinity — a catalogue of people’s tastes and preferences collected by observing their social behaviors on sites like Facebook and Twitter — and how that database will change marketing. And I'm pleased to say I've gotten a lot of great feedback on that research. So I'm excited to be presenting the idea on stage at our Marketing Leadership Forum in London later this month.
What is the database of affinity?
I hope you'll be able to join us in London on May 21 and 22.
Recently we described an idea called the database of affinity: A catalogue of people’s tastes and preferences collected by observing their social behaviors on sites like Facebook and Twitter. Why are we so excited about this idea? Because if Facebook or Twitter or some other company can effectively harness the data from all the likes and shares and votes and reviews they record, they could bring untold rigor, discipline, and success to brand advertising.
But exploiting the database of affinity won’t be easy. Any company hoping to turn affinity data into something marketers can use will need three things:
Lots of affinity data from lots of sources. The raw data required to build a functional database of affinity doesn’t live in just one place. Facebook controls the most "like" data, recording more than 80 billion per month at last check. But Twitter records more "talking" than anyone else (1.5 billion tweets per month); Amazon collects the most reviews (well over 6 million per month); and Google’s YouTube and Google Display Network have data on how a billion people prefer to spend their time.
The ability to bring meaning to that data. It’s easy to draw simple conclusions from affinity data: If you ‘like’ snowboarding you might like to see an ad for energy drinks. But the real value in affinity data won’t be unlocked until we can find hidden combinations of affinity that work for marketing. That’ll require technologies and teams that can do some serious data analysis — as well as a real-time feedback loop to determine whether people really are interested in the ads targeted to them based on such complex assumptions.