Consumers and businesses around the globe have entered the mobile era, and technology management leaders are shifting their organizations’ business applications toward mobile. In order to effectively make this shift, mobile teams must change their practices to simultaneously improve agility and ensure a good customer experience. This is even more critical in China — a market with unique business scenarios, technology landscapes, and competitive environments.
I’ve recently published two reports focusing on using the mobile IDEA cycle for customer engagement, including part one and part two. In these reports, I assess the current state of mobile application development planning in China and highlight four key areas that enterprise architecture (EA) professionals should focus on in each stage, namely “Identify”, “Design”, “Engineer” and “Analyze”, to enable the success of the mobile IDEA cycle. I also provide examples of how to unleash the power of digital business by analyzing the strategic mobile practices of visionary Chinese firms and highlighting how they use systems of engagement. Some of the key takeaways:
Mobile is drastically changing consumers’ behaviors and expectations. Forrester calls this phenomenon the mobile mind shift: the expectation that I can get what I want in my immediate context and moments of need. While the mobile mind shift is global in nature, it’s most profound here in Asia Pacific (AP): By 2020, 4.3 billion people globally will have a mobile subscription and more than half of them will be in AP. Organizations must take advantage of this and catapult their business to new heights — or risk becoming irrelevant in the eyes of these technology-empowered customers.
Forrester has developed a framework to help eBusiness and channel strategy professionals prepare their organizations for the mobile mind shift that we call the IDEA framework. This is a systematic approach to developing mobile experiences for customers relevant to their context and entails:
(I)dentifying mobile moments and their context. A mobile moment is any time a person pulls out a mobile device to get what s/he wants immediately, in context. To understand your customers’ mobile moments, identify their needs, motivations, and context. Forrester recommends using customer journey maps for this step.
(D)esigning the mobile engagement. Use these results as an input when designing the mobile engagement. The design should match your business objectives and your customer’s motivation in each moment. The key is to incorporate contextual information into the design language of the app so that it is easy for your customers to interact with you in their mobile moments.
Amazon is testing a new device to facilitate making a grocery list and ordering groceries through their AmazonFresh service in markets such as San Francisco and Seattle. (See TechCrunch article.) Consumers can add items to the list through voice or by barcode scan. Two things (for me) make this an interesting experiment to watch.
1) Amazon looks to profit from what we call "a mobile moment," a concept introduced in our forthcoming book, The Mobile Mind Shift. Or more specifically in this case, an impulse sales moment. As a consumer, I add an item to my grocery list before I forget. I may or may not order that day - it may be tomorrow, but I will buy it. The Dash adds convenenience - it removes friction from my shopping process. The Dash takes advantage of the immediacy of mobile. (See our report on how to create mobile moments).
Facebook will launch its new Paper product on February 3. The questions I have been asked are, "Why?" and "Should we be thinking about multiple apps rather than one large app?" Both good questions.
The first question -- I can only take a shot. Facebook, like many other media properties, depends heavily on advertising for revenue. To get advertising, you need eyeballs. More and more minutes per day are spent on mobile phones. Consumption of news, information, and media generally tops the list behind communication. Consumers also expect highly curated experiences on small screens that can be more challenging to navigate. At first glance, the Paper user interface and experience looks to be quite elegant.
It always makes me smile to see a product or app launched that takes a mobile first-approach. From the short video that was released, you can instantly tell that they didn't start with a web experience and think, "How can we strip this down and put it on a small screen?" They appeared to have done ethonographic research -- to watch and observe how people engage with their phones and consume information through the course of the day (e.g., the unfolding of the newspaper). This is one of the best practices in mobile design -- understand the needs of consumers on the go. Companies must ask, "What are those moments during the day when someone reaches for the phone to access information or a service?" Forrester calls them mobile moments. Companies must be ready to serve customers in those moments.
But Empowered isn’t only about employees. It also lays out a strategy for engaging your most influential customers. Consumer product strategy professionals should wield Empowered concepts for exactly that reason – to energize your best customers. In the mobile space, product strategists are looking for ideas to help them develop innovative, leading-edge applications for Smartphone users on platforms like the iPhone or Android. So we’ve just released a report to help product strategists do just that, called “Designing A Mobile Empowered Product Strategy.” It applies ideas from Empowered to product strategy, and includes numerous case studies of mobile applications that exemplify Empowered approaches.