When March comes to a close, the madness in the US picks up: March Madness, the national college basketball championship, gives sports fanatics the chance to rally around their alma maters, while sports novices get to observe college basketball culture at its best. Personally, I tend to lean to the latter end of the spectrum — but this year, thanks to a redesigned mobile app and enhanced social engagement strategy, I find myself moving away from observer status toward that of participant.
My story isn’t unique: The features and functions of sports-related mobile apps allow fans of any knowledge level to receive immediate updates, learn more about players and teams, and connect with fellow spectators across the region — and globe. From reviews of the recent winter Olympic Games to preparations for the upcoming FIFA World Cup, “sports fever” is universal. Forrester’s Consumer Technographics® data shows that while the impulse to engage with sports-related apps on portable devices is evident around the world, it is most noteworthy among consumers in Metro China and Metro Brazil:
Organizations in Asia Pacific (AP) have become cognizant of the fact that they have entered the age of the customer — an era in which they must systematically understand and serve increasingly powerful customers. In the past two years, most AP firms have primarily focused on using mobile apps to connect their organizations with internal employees. However, in the age of the customer, this trend will reverse. Results from Forrester’s Forrsights Budgets and Priorities Survey, Q4 2013 show that 44% of AP technology decision-makers will prioritize building a mobile strategy for customers or partners, while only 39% will prioritize it for employees. Firms in Australia, Indonesia, India, and China will lead the region.
In order to compete and win in the age of the customer, organizations cannot be simply “customer-centric” anymore — they must become “customer-obsessed.” To do so, firms must embrace the mobile mindshift and build mobile systems of engagement. This can be done by leveraging social, cloud, and predictive analytics to deliver context-rich mobile applications and smart products that help users decide and act immediately in their moments of need. Such systems will focus on people and their immediate needs in context rather than processes, as is the case with traditional systems of record.
Building mobile systems of engagements is even more critical for firms in AP, because:
The findings presented in an article by German magazine Computerwoche published on Feb 11, 2014, are a forceful reminder that messages about excessive data capture via mobile apps seem to have gone unheeded so far. As reported, tests by TÜV Trust IT established that “almost one in two mobile apps suck up data unnecessarily”.
What’s “unnecessary” of course depends on your viewpoint: it may seem unnecessary to me if my mobile email app captures my location; the provider of the app, on the other hand, could be capturing the information to provide me with a better service and/or to make money from selling such data to a third party. The trouble is that I don’t know, and I don’t have a choice if I want to use the app. From a consumer perspective, this is not a satisfactory situation; I’d even go as far as calling it unacceptable. Not that it matters what I feel; but privacy advocates and regulators are increasingly taking notice. Unless app providers take voluntary measures, they may see their data capture habits curtailed by regulation to a greater degree than would otherwise be the case.
Let’s step back a moment and consider why so many mobile apps capture more data than is strictly speaking necessary for the functioning of the app:
Mobile handset manufacturer Jolla, whose first phone ships on November 27, also announced that it has licensed HERE’s positioning services and map technology for its Sailfish OS. We expect more handset manufacturers to build devices for Tizen and Sailfish over the next 12 to 18 months, as both are open source and can run Android apps.
In my opinion, two key factors make Nokia HERE maps a tough competitor for Google and Apple:
Mobile phones have changed not only the way we live and communicate. They have also changed the way we think. Customers have experienced a mind shift: They expect any desired information or service to be available, on any appropriate device, in context, at their moment of need. Technologies packed in mobile devices enable people not only to instantly consume but also to create content and maintain greater control in their everyday lives.
Customers' behaviors are becoming as sophisticated as their devices. Mobile has become the new digital hub. According to our Technographics data, 47% of European online adults who own a mobile phone use mobile apps at least weekly. Forty-five percent browse the Internet at least weekly, and 38% search for information on mobile search engines, too. In the US, 50% of online adults who use a mobile phone use their devices to check sports, weather, or news at least weekly. Forty-five percent access social networks on their phones at least weekly, and 22% research physical products for purchase! This implies that you must have a mobile component for your digital strategy. But it goes beyond this, as mobile is bridging the offline and online worlds.
Yes, mobile is a hot topic. Reading the press or listening to conferences, you may be under the impression that marketers have embraced the mobile mind shift and are really integrating mobile into the marketing mix. A significant majority of marketers told us that their senior leadership team understands the importance of mobile.
More often than not, people refer to 2007 and the launch of the iPhone as the key milestone that changed forever the mobile industry. Despite an incredible device, Apple struggled the first few months because its business model relied on sharing revenues with telecom operators instead of letting them subsidize its smartphones. The key milestone was in fact July 2008 and the launch of the Apple App Store because it symbolized a new era: the shift from hardware to software in the mobile industry.
While Apple was not the first app marketplace, it is fair to say it created the App economy. 5 years and 50 billion downloads later, where do we stand?
App Stores: A Unique Opportunity To Engage Consumers Directly
Ask console gaming companies what they think of disruption created by app stores (now a generic term following the end of the “app store” name lawsuit between Apple and Amazon) and you’ll get a sense of what the app economy is. We’re scratching the surface of changes to come but clearly the app economy enables brands (including those who do not have a retail presence) to get insights on consumer behaviors to create new products and to distribute them at much lower cost. Numerous consumer app stores have flourished (more than 70 different Android-based app stores in China!) but few are really succeeding. Google Play has surpassed the Apple App Store when it comes to the sheer number of available apps and both have surpassed 50 billion downloads leaving competitors in the dust. However, volume does not matter so much any more. This is all about usage, personalization and recommendation.
I'm traveling to Atlanta next week. Today - Friday - I decided late in the day to book a hotel room finally.
I'm sitting at my desk. I'm figuring there will be some time on hold. I'm multi-tasking ... so I use my PC to do a quick search, find some nearby hotels and get a couple of phone numbers. I'll use my office phone with a headset and my hands will still be free to edit a document.
I start with brand A. I place the first call and talk to an idiotic IVR that puts me into a doom loop. I hang up. I call back and get a person. The person can't book a discounted rate so gives me another phone number to write down. I write it down. I throw it in the trash.
I shift to brand B. I place the call to the hotel. A man answers. He transfers me to an IVR asking for my home phone number. I don't understand. I hang up. I call back. The same man answers. I said, "I think there must have been a mistake. I thought you placed me on hold, but I got dropped into an IVR." Man replies, "oh no - that IS our reservation system." I reply, "you don't have people making reservations." He replies, "No - just the hotel reservation system - the IVR." I reply, "I don't make reservations with IVR's." I hang up. (Sorry - but it's insanely tedious - at least in this case ... my home phone number??? C'mon - they don't need that to book my room)
I pick up my phone and click on my "hotel icon" to open the app. Within 2 minutes, I've booked a hotel - all of my information stored - and spent $750.
The SF 49ers will soon have a new stadium in Santa Clara, CA. This May 30th article from the SF Examiner describes the new stadium as "entirely cashless and ticketless." The assumption is that "... the fans will be carrying around smartphones." "Software engineers are already building apps to order food, watch instant replays, listen to play-by-play and check bathroom lines from the seats."
As a mobile analyst, I love the concept. Has anyone every been to a conference though with thousands or tens of thousands or 68,500 people? How's your Internet connection?
Ten years ago, Forrester published some research with the slightly awkward title of ‘New Payment Systems’ Survival Guide’. One of our findings was that many successful new payment systems have some kind of ‘must-have’ transaction that encourages customers to go through the hassle of learning how to use a new system in the first place. Good examples of ‘must-have’ transactions include eBay’s auctions for PayPal, travel to work for Transport for London’s Oyster, and online shopping for iDeal.
Ever since, I’ve been seeking the ‘must-have’ transaction that will spark consumer adoption of mobile payments in developed economies. But what if there isn’t one? (And, after 10 years, it’s probably time to admit that there isn’t). The answer is to focus relentlessly on both lowering the barriers to mobile payment by making it as easy as possible for customers to use a new system and to increase the benefits by maximizing the number of ways and places customers can use a system.
Tablets drive worker productivity in part due to their hyper-portability, as I argued in a recent blog post. Workers can (and, we showed with data, do) use tablets in more places, places where they wouldn’t (and don’t) take their PCs.
The top question I’ve received about tablet hyper-portability is this one: “Tablets are very portable, sure, but are people using them as creation devices or as (mere) consumption devices?” The general assumption behind this question tends to be that “creation” activities are equal to “productivity,” while “consumption” activities are not. I believe this is a false dichotomy, however. Consuming the right information at the right time can increase worker productivity in and of itself. Let me offer a few examples showing how that can work:
Retail sales associates using tablets with customers. Retailers are equipping sales associates with tablets to use on the retail floor, creating richer interactions with customers – and driving higher sales.
Physicians conducting patient rounds with tablets. Physicians can gain rich, immediate insight into their patients’ health records – saving time and driving more accurate diagnoses in less time. They also use the tablets to show patients results (like x-ray images), creating a better patient experience.