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.
Mobile services must be contextual. Screens are small. Interfaces are limited. Consumers are task-oriented. “I want to pay a bill” or “I need to make this shopping list before my son is finished with soccer practice." Total context – the sum of everything you know about a consumer, including what he/she is experiencing now – must be used to create the relevancy in the delivery of content and services.
Context can help shorten the number of steps on a phone to complete a task. We already see this with companies like Apple – the application switches to “store mode.” Starwood Hotels switches its app to 'travel mode' when a guest is within 48 hours of a stay. Services we only envisioned two years ago are real today.
Why don’t more companies use mobile context? Our research tells us it's lack of bandwidth; executing on the basics keeps us busy enough. It’s also hard to do – and most enterprises don’t have the right analytics or metrics in place to measure the impact.
Google rolled out a number of tools/features for developers today to make using context easier. It’s exactly what we need.
Here’s the list:
1) Geofencing within apps: This allows developers to set up 100 geofenced areas. It will be excellent for local services and smaller brands (plus media companies). Too few for large national brands with hundreds or thousands of locations.
2) Google Activity: It abstracts the context of walking, running, cycling, making it easier for developers to use motion context.
As a trend spotter for most of my career, one of the things I look for is the announcement of “newly created roles” at companies and agencies. The latest of this to hit my radar is “VP, content creation,” “VP, digital content,” or even “editor” for a brand marketer. It's part of a series of interesting comments made by brands and their agencies about building newsrooms to contribute content as frequently and as tactically as media properties would. And like those media, this content includes text and video, long and short form for both, as well as a desire for that content to be readily shared with friends and other acquaintances.
As my colleague Tracy Stokes pointed out in a recent blog post, the interest in branded content is based on the realization that old-school push communications have lost impact with consumers. And we’re not just talking TV and print here. Forrester’s Technographics® data shows that digital ads such as banner ads, text, and mobile apps are the least trusted form of advertising communications; only 10% of US online adults trust banner ads on websites. With multiple connected devices at their fingertips, today’s perpetually connected consumers can opt in or out of content on a whim, behavior that is exacerbated by those whose mind shift is such that their mobile device is the core of all digital activity. Branded content offers an opportunity to truly engage with consumers in a way that marketers have never done before.
As data flows between countries with disparate data protection laws, firms need to ensure the safety of their customer and employee data through regulatory compliance and due diligence. However, multinational organizations often find global data privacy laws exceedingly challenging. To help our clients address these challenges, Forrester developed a research and planning tool called the Data Privacy Heat Map (try the demo version here). Originally published in 2010, the tool leverages in-depth analyses of the privacy-related laws and cultures of 54 countries around the world, helping our clients better strategize their own global privacy and data protection approaches.
Regulation in the data privacy arena is far from static. In the year since we last updated the heat map, we have seen many changes to how countries around the world view and enforce data privacy. Forrester has tracked and rated each of these 54 countries across seven different metrics directly within the tool. Among them, seven countries had their ratings change over the past year. Some of the most significant changes corporations are concerned with involve:
New national omnibus data privacy laws spanning private and/or public industry. Data privacy regulation, when looked at globally, forms a spectrum of maturity beginning with spotty industry or situation-specific laws all the way to omnibus frameworks. As you might expect, responsible corporations prefer to engage in business practices where the data privacy laws are clearly-defined and transparent. For instance, countries such as Brazil and China are in the process of moving towards potential omnibus laws which will replace a multitude of sectoral and situation-based laws. Other countries, such as Colombia and Singapore, have recently passed far-reaching omnibus laws, also replacing a patchwork of prior sectoral laws.
The Forrester Research Mobile Commerce Forecast, 2012 To 2017 (US) indicates that nearly 40% of US mobile phone owners will become mobile phone shoppers by 2017. While this statistic sounds impressive, it means that the majority of consumers will be reluctant to purchase products on their mobile phones. Why aren’t all customers attracted to the unprecedented convenience of anywhere, anytime mobile shopping?
Forrester’s Consumer Technographics® data shows that while consumers use the mobile channel to research competitive product pricing while they’re in a store, they often prefer to purchase their desired product off the shelf, even if the physical item in front of them is not the cheapest option. Consumers are driven by convenience, sometimes at the expense of price:
As businesses get serious about the cloud, developers are bringing more business-critical transaction data to cloud-resident web and mobile apps. Indeed, web and mobile apps that drive systems of engagement (how you interact with your customers and partners) are the reason why many companies look to the cloud in the first place. Public clouds offer the speed and agility developers want, plus the development tools they need. Once you’ve built a killer web or mobile app in the cloud and it’s in production, driving real revenue, who’s responsible for making sure it performs?
It’s a team effort. Developers have to think about performance management as they build, and IT operations teams need to design application monitoring and management into their cloud deployment processes up front. Why? Because there’s no time to do it later. You won’t have time to implement a new app monitoring solution for each new cloud app before you need to get it out to users. And once it’s out there, you need to be tracking user experience immediately.
In traditional IT, one of the reasons we could get away with limited insight into application performance was because we usually overprovisioned resources to make sure we didn’t have to worry about it. It’s easier to have excess capacity than to solve tricky performance problems – problems you might only see once in a while.
Banks get a bad rap for not being innovative enough. But at least one provider is proving the haters wrong: Early this year, U.S. Bank launched Mobile Photo Bill Pay, a feature that lets mobile bankers add a new payee simply by taking a picture of a paper bill or statement.
This mobile feature – powered by technology solutions company Mitek – goes beyond “nifty” With it, U.S. Bank offers customers an easier, more convenient, and more elegant cross-channel experience for a common activity. It helps the bank by increasing the number of customers who use digital bill pay – and deepening relationships with customers. According to Niti Badarinath, SVP and head of mobile banking at U.S. Bank, “Getting people to become active users of bill pay is key to our digital strategy, because we recognize the value and stickiness of the relationship when people pay bills." (taken from a recent article in American Banker)
How it works
When U.S. Bank launched mobile photo bill pay, I immediately pulled up my U.S. Bank iPhone app and took this new feature for a test drive (see screenshots below). Put simply, this is an innovation that delivers: A customer can go from opening a bill he got in the mail to enrolling a brand new payee to paying that bill in under 150 seconds (a.k.a. less than 2 minutes and 30 seconds). This is without setting up any bill payment options in advance, or entering any information manually – the mobile photo bill pay feature even corrects for image distortion, reads relevant data and auto-populates all the information.
About two weeks ago I had the opportunity to go to Shanghai for Forrester’s first event in China, “Winning the Dynamic Digital Consumer in China”. (To read all about it check out Andrew Stockwell’s blog post here.) At the event I gave a quick presentation about the potential opportunity that retailers have to engage with mobile shoppers in metro China where nearly 100% of online adults have at least one mobile phone and more than four-fifths of those mobile phones are smartphones.
It is critical for eBusiness professionals to put mobile on the top of their to-do’s when creating their China strategy because of the huge opportunity to engage with consumers - and the fact that the market remains vastly underserved. After spending a week and a half in Shanghai and Beijing and visiting American and European retail establishments this proved to be the case - only a handful had any type of mobile offering. A few things to think about when considering your mobile strategy in China:
There are 1 billion mobile phone users in China, but 3G has yet to hit 25% penetration.
Free Wi-Fi is available nearly everywhere – malls, coffee shops, fast food restaurants, train stations and even in some taxis.
Unlike their U.S. counterparts, it is very likely that the first connected device for consumers in China is a mobile phone and not a PC.
There are specific opportunities for successful mobile campaigns. 39% of Tmall and Taobao’s sales combined were made on mobile devices on Singles Day (China’s equivalent of Cyber Monday).
Android is the highest adopted operating system by far.
Not long ago, digital marketers lived by the rule “Content is king!”
Today, what matters is what you do with that content and your digital channels. In 2013, digital experience (DX) is king, so it’s imperative that you deliver interactions that are personal, contextual, and multichannel. We’re talking websites, mobile, social, email, and kiosks — with Google Glass and more coming soon.
Firms need the right technology in place so IT and marketing pros can deliver on this big vision if they intend to differentiate via digital. But let’s be frank: This is a complex challenge, and many companies are a long way from solving it.
Our report provides IT, business, and marketing pros a deep look at 10 providers of web content management (WCM) solutions — Adobe Systems, Acquia, Ektron, HP Autonomy, IBM, Microsoft, OpenText, Oracle, SDL, and Sitecore. We analyzed solutions across 100 criteria, reviewed extensive product demos, and spoke with dozens of WCM vendor customers. We heard the good, the bad, and the ugly of WCM use in the field. And, for the first time, Forrester’s WCM Wave looks at an open source platform (Drupal), through the lens of Acquia, a for-profit company that supports Drupal.
Digital capability – social, mobile, cloud, data & analytics – disrupts business models, introduces new competitive threats, and places new demands on your business. Highlighting this fact: Forrester’s 2012 “Digital Readiness Assessment” survey found that 65% of global executives say they are “excited about the changes that digital tools and experiences will bring” to their company.
While most people know these digital trends are coming, however, far fewer know how to purchase these cutting-edge digital capabilities. What companies will you rely on? Where are the new risks? What are the pricing models? In the survey mentioned above, only 32% of the same sample agreed that their organization “has policies and business practices in place to adapt” to those digital changes.
This is important, since developing the breadth of digital capabilities your company needs cannot all be done in-house. To succeed, your company will need to access the strengths of its supplier ecosystem, maximize value from strategic partners, and leverage emerging supplier models.
This is a tremendous opportunity for sourcing and vendor management professionals to increase the strategic value they provide to their business. But to do this, you’ll need to balance your traditional cost-cutting goals with demands for business expectations for growth, innovation, and value.