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.
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.
Mobile has gotten a lot of attention at banks recently. In fact, other teams in a firm’s organization are starting to feel like Jan Brady, the voices in their heads chanting “Mobile Mobile Mobile!”
But there’s good reason for the increased focus on mobile banking efforts: mobile is the most important strategic change in retail banking in over a decade. It is shifting your customers’ behavior, raising customers’ expectations, and opening up new opportunities for banks, their competitors, and new disruptors.
So how can strategists at banks assess the current and future state of the mobile banking market? How can they plan their own mobile banking roadmap? What do they need to successfully execute these plans? And how will they continue to improve and enhance their mobile offerings going forward?
Forrester’s new Mobile Banking Strategy Playbook seeks to answer all of these questions, drawing on mountains of research and deep dives into data in order to give eBusiness teams at banks a complete framework for building and maintaining a world-class mobile banking strategy. The playbook will include 12 chapters (plus an Executive Summary) that cover different aspects of mobile banking – and many of those chapters are already live. These chapters outline how to develop a successful mobile banking strategy. Specifically, we recommend that mobile strategists at banks:
Leading-edge executives at organizations drive growth, innovate, and disrupt industries through emerging technologies: social, mobile, cloud, analytics, sensors, GIS and others. 85% of executives in a recent survey shared that “the need to drive innovation and growth” would have a moderate or high impact on IT services spending. But, today’s technology buyers face a fragmented, fast-moving landscape of niche technology and services providers in newer spaces (social, mobile, cloud) as well as new offerings from their largest global partners.
Often the leading- and bleeding-edge disruption comes from business stakeholders, rather than IT or sourcing executives; sourcing executives struggle to keep up with the fast pace of change that business demands. Our research shows that this fragmented, divisional, silo approach to buying (often under the radar screen) can create risk and go against enterprise IT strategy decisions.
To help their organizations navigate through these emerging options, we have identified three key principles of IT sourcing strategy:
Change the rules for working with vendors and partners. To thrive in the world of digital disruption and to enable sourcing of emerging technologies and services that drive digital disruption, sourcing strategists must create new rules for working with technology partners. They must increase the emphasis on innovation and differentiation and treat partners who excel in these dimensions differently from other tiered suppliers.
Mobile BI and cloud BI are among the top trends that we track in the industry. Our upcoming Enterprise BI Platforms Wave™ will dedicate a significant portion of vendor evaluation on these two capabilities. These capabilities are far from yes/no checkmarks. Just asking vague questions like “Can you deliver your BI functionality on mobile devices?” and “Is your BI platform available in the cloud as software-as-a-service?” will lead to incomplete vendor answers, which in turn may lead you to make the wrong vendor selections. Instead, we plan to evaluate these two critical BI platform capabilities along the following parameters:
Animations. Does the product support animations? For example, if a particular dimension, such as time, has hundreds or thousands of values (as in daily values over multiple years), manually clicking through every day is not practical. Launching an automated, animated scroll up and down such a dimension is a more practical approach.
On February 28, 2013, India (as part of its 2013-2014 budget) announced that it would increase the excise duty on mobile phones costing more than $36 to 6%, up from the current level of 1%. Forrester believes that this increase will not affect the mobile industry in India very much because:
Sub-$100 smartphones will trigger new kinds of competition in the market. As high-end mobile phones get more expensive, Forrester predicts that smartphones costing less than $100 will be in much greater demand. Moreover, handset manufacturers will absorb a large portion of the price increase to sustain their sales.
Explosive mobile Internet growth. With increasing urbanization and improving per capita income, more people will begin to use the Internet, and the use of smartphones will rise quickly. We forecast that the mobile Internet user base in India will grow by more than 30% year-on-year over the next five years.
Addicted social media youngsters. With more than 61 million Facebook users, India ranks as Facebook’s third-largest audience in the world after the US and Brazil. Half of these users are between 18 and 24 years of age, and the majority of them use their mobile phones to connect to the world.
Rapid eCommerce growth complementing the mobile sector. Forrester estimates that eCommerce revenues in India will increase more than fivefold by 2016, jumping from US$1.6 billion in 2012 to US$8.8 billion in 2016. Mobile-friendly sites from various players and eCommerce website aggregators will help accelerate mobile Internet adoption.
In light of my expectations (http://goo.gl/ZIU9d), Mobile World Congress contained few real surprises this year. This is not to say that MWC was boring: It provided valuable insights into the state of the mobile market from an enterprise perspective:
No single theme dominated. However, it felt as if everybody was talking about some combination of cloud, mobility, and big data. Many providers and vendors added the theme of customer experience to the mix and seasoned it with many acronyms. Unfortunately, in most cases this was not enough to trigger real excitement. The lack of a single new hot trend indicates that the mobile industry is maturing. Mobility has arrived center stage.
Most vendors are addressing consumerization only in the context of BYOD. In my view, BYOD is only one aspect of consumerization. I believe we will see the broader impact of consumerization in the near future. Consumers increasingly expect to work in a manner reflecting communication methods that are familiar in the context of friends and family. Also, consumers are increasingly asking to work when and where they want. Although some companies, including Yahoo (good luck!), are reintroducing the traditional concept of "the team works in the office," the overall trend is toward a more fragmented and consumerized working environment. In turn, this offers potential for mobile workplace solutions.
With just over a billion people around the world having a smartphone in 2012, and the next billion smartphone adopters joining in within the next five years, smartphones have reached a tipping point. Malcolm Gladwell defines the tipping point as “the moment of critical mass, the threshold, the boiling point” within a sociological ecosystem. A technology hits critical mass when one-fifth of the population adopts it. For smartphones, developed economies witnessed this phenomenon in 2011.
North America and Europe top the global smartphone penetration rates, at 47% and 35%, respectively. However, they are outpaced in terms of the sheer number of users by the Asia Pacific region. In fact, China alone already has more smartphone users than any other country in the world. And our forecast shows that Asia Pacific is also the fastest-growing region for smartphone adoption, projected to increase by approximately 20% per year.
In the Forrester Research World Smartphone Forecast 2012 To 2017 (Global), we investigate the size, speed, operating system (OS) dominance, and user demographics of the competitors in the world’s smartphone showdown. Younger and wealthier adults are the early adopters of smartphones, but there will be a gradual progression toward adoption by lower-income and older adults as smartphones become cheaper and the offerings of basic phones become more limited.