Let’s take a step back, first. You started as the “mobile person” two to three years ago. You siphoned a hundred thousand dollars or so from the eBusiness team budget and got a mobile optimized web site and maybe an application or two built. You measured your success by engagement – web traffic and application downloads. Maybe you measured direct revenue. Life was easy.
Two to three years later, as eBusiness professionals, you’ve got some experience with building, deploying and maintaining mobile services. You’ve added tablets to your portfolio. Hopefully you’ve convinced your organization that you need at least a 7-figure budget. Most industries have seen clear financial returns on these investments so that hasn’t been too hard. As eBusiness professionals working on mobile, you were feeling a lot of love.
In 2011, you benchmarked yourselves versus your competition. You looked at native applications by platform and key functionality on mobile web and applications. You took a deep breath and said, “ok, we’ve done it. We have mobile services. We’ve checked the box. Mobile web traffic and sales are growing. We’re good.” Perhaps others with fewer services are thinking, “I can see what we need to do. I think we can catch up if I can get some budget.”
The thing you are seeing though is – the finish line is out of sight. Mobile has only gotten more complicated – not less. No one feels comfortable. No one feels they can slow down, stop spending, or rest. Anxiety levels are high.
RIM co-CEOs Jim Balsillie and Mike Lazaridis have stepped aside to let a new leader pilot RIM through the straits. Thorsten Heins, a hardware executive from Siemens, has been COO for about a year now. Welcome, Mr. Heins, to a rough sea and dark night. But there is light in the depths of the hold. (Okay, enough ship references. Down to business.)
Here's the straight story: RIM has been focused on the wrong assets for the past three years, competing in a consumer market against the most powerful consumer brands in the world and suffering from tablet night terrors. It's not working. Forrester's data is clear: Based on a survey of 5,000 US information workers in May 2011, RIM's share of employee smartphones has dropped from around 90% to only 42% in the US in the past three years. Apple and Android together now have 48% of that installed base.
Stop fighting the consumerization battle. Fight a battle that takes advantage of what made RIM a fabulous company in the first place: its secure data delivery network. Here's the differentiated asset analysis:
With this analysis in hand, the challenge and the opportunity become clear. It's the business and government IT relationships and the RIM secure global data network that differentiate RIM products and services, not the consumer market demand. No other mobile supplier in the market has foreign governments asking for access to its data network in the interest of their national security. (That government interest is a good thing -- it signals just how potent RIM's network is.)
What am I even talking about? Think about how you use your mobile phone. Do you contact your closest friends? Do you shout and swear at your local telecom provider's IVR because your new home Internet service isn't working as advertised? Do you shop? Bank? Read books? As a result, your phone knows if you are happy or sad. Your phone knows where you live, how fast you drive and where you spend money. Creepy? Maybe if your phone tells you your wife isn't going to like that shirt you are buying. Less creepy if your phone knows you are a Starbucks addict and they are giving away free coffee today. What defines creepy to some extent lies in how much value you perceive in a service. We call this context - what an individual's situation, preference and attitudes are. How you use it will define how creepy it can be.
Your phone will know more and more about you based on some technology that will be in the phone that can sense what you are doing or your feelings, for example. Your phone will also understand your preferences based on how you use the phone. We wrote a lot about this in 2011 - re what is means to you as an eBusiness professional. (See report)
It's me. I was in Macy's last Saturday morning checking out the augmented reality (AR) app, "Believe Magic." I got a lot of stares. At one point, I had a small audience as I danced about and took photos with Macy holiday characters ("Yes, Virginia" characters) that only I could see on my phone. What I liked about this app is that Macy's and Metaio didn't push the technology too far - they created an experience well within the bounds of the technology. It worked without long delays or instructions.
There were TWO red mailboxes in the Macy's in downtown SF. When I asked for help ("Where's the red mailbox with the AR app?") from the nice Macy's executive in a black suit, her jaw dropped a bit with the realization she had no idea what I had just said or wanted. Another sales associate helped me out and took me over to a full-blown display that allows people to interact with the characters even if they don't have a phone. The app allows you to take pictures with the characters, share them with friends (usual FB and Twitter plus email), make cards, etc. It's fun. The small crowd of people pointing and staring . . . also fun. :)
This app is more about marketing, but it will give you a sense of the potential of AR for commerce purposes. We've just finished up research due out this week that speaks to the uses of AR in the purchase funnel or commerce track. AR will allow consumers to experience products pre-purchase. AR will simplify the discovery and consumption of content (e.g., pricing). AR will improve the owners' experience with "how to" guides.
I've written a lot about the notion that the "Future Of Mobile Is Context" this year at Forrester. Since publishing this research this spring, I've been searching for examples and case studies of innovative uses of context. (See how marketers and eBusiness pros can leverage context.)
Coca-Cola is allowing consumers in Hong Kong to enter a sweepstakes by virtually collecting bottle caps from a 3rd screen (TV, movie theather). The audio signal from the commercial triggers the application/ syncs the user's motion with the video. The acclerometer is used to assess the quality of the motion of the user's mobile phone — the device that is used to catch the bottle tops virtually. See video.
Why is their use of context sophisticated?
In the research, I describe the four phases of evolution.
Phase 1: the basics — leveraging location, time of day, etc.
Phase 2: layering intelligence — so, not just time of day, but time of day relative to an event
Phase 3: using new technology in phones (e.g., sensors, two cameras, etc.)
Phase 4: more sophisticated use of the sensors and technology to control the device
Coke's campaign is what I would call a v 2.0 use of mobile (they are enhancing another touchpoint - see research) with some Phase 3/4 context. They enhance the video/commercial experience by getting the consumer to be active. The act of collecting the bottle tops gets the consumer off the couch and to interact with the ad directly. I think it's very cool.
With mobile usage becoming increasingly widespread and companies testing the water with mobile strategies, market insights professionals need to uncover consumers’ mobile behavior today and tomorrow. But with the pace of mobile innovation moving so rapidly, how can you keep up with all of the things that people are doing with their mobile phones?
In the next three years, would you expect people to use their mobile phones as wallets? What about as electronic passports? What about for space exploration? While that seems like a long shot, a New York state resident did just that — attaching an iPhone to a weather balloon, videoing the journey, and using its GPS feature to map its voyage (see link for the footage).
The shift towards the empowered consumer and employee is no more obvious than in Asia - particularly in Singapore, where a recent Google study showed that smartphone penetration is a whopping 62% (compared to 31% in the US). In fact, of the 11 countries in Asia surveyed, four of them (Singapore, Australia - 37%, Hong Kong - 35%, Urban China - 35%) had higher smartphone penetration rates than the US (and amongst 18-29 year olds, 84% of Singaporeans had smartphones, compared to 47% in the US!). With many of the more populous countries having young populations (average age: Philippines - 22.9, China - 35.5, India - 26.2, Indonesia - 28.2 - see World Factbook), the gen Y factor is driving employees to question whether the current way of working makes the most sense.
With so many young, mobile and connected employees, it is no surprise that CIOs across the region regularly complain about the company staff self-deploying devices, applications and services from the web or from app stores. The attitude of many IT shops is to shut it down - interestingly, the whole concept of "empowered employees" is quite "taboo" in some countries across the Asia Pacific region. A CIO recently told me that "smartphones and social media have come five years too soon" - referring to the fact he is planning to retire in five years, and that these technology-centric services are proving to be quite a headache for his IT department!
A year ago, Forrester fielded our Q3 2010 Global Mobile Online Survey. We interviewed more than 200 executives in charge of their companies’ mobile strategies around the globe (40% in the US, 40% in Europe, and 20% in the rest of the world). You can see the results from last year’s survey here.
To help eBusiness executives benchmark and mature their mobile consumer strategies, we’re updating this survey.
Planning and organizing for the use of mobile technologies is a complex task. Some players are laggards and think they still need to get the basics of their online presence right, while others are clearly ahead of the curve. Yet two questions we consistently hear are: “Where is my organization compared with others in the use of mobile?” and “How can we mature our mobile consumer approach?”
Here’s how you can help:
If you’re in charge of your company's mobile consumer initiative or if you’re familiar with it, then please take this survey.
My colleagues Charles Golvin and Thomas Husson recently published a report that reveals The Global Mainstreaming Of Smartphones, and they found that while the majority of smartphone owners are high-income adopters, the low-income optimists (who Forrester defines as Techno-Strivers, Digital Hopefuls, and Gadget Grabbers) and high-income pessimists (who Forrester defines as Handshakers, Traditionalists, and Media Junkies) are the ones who together make up the majority of the US population. They are the potential consumers who will lead to smarthphone sales growth.