Mobile reached a tipping point in 2014 as it solidified its position as one of the most disruptive technologies for businesses in decades. Not since the advent of the Internet, has a technology forced businesses to rethink completely how they win, serve and retain customers. Mobile has completely shifted consumer expectations. Today, consumers expect to get anything they need immediately, in context. Forrester refers to this as the mobile mind shift.
Forrester believes that, in 2015, the gap will increase between leaders and laggards. Leaders will use mobile to transform both their customer experience and their business. They will anticipate the needs of their customers and engage them at exactly the right moment with the right content and services. Forrester refers to these moments as mobile moments. Doing so will require massive spending in the tens if not hundreds of millions of dollars to put the infrastructure, technology, processes and organization in place to engage consumers in their mobile moments.
Most companies will fall short. They have a myopic view of mobile. Why?
Treat mobile has a squeezed down version of a PC experience or a portion of their digital strategy. Why? That is how they are organized and goaled. As a result, they fail to optimize the use of mobile for their overall business. Second, they fail to serve the needs of customers.
In the early 1900s, author Kin Hubbard said, “A bee is never as busy as it seems; it’s just that it can’t buzz any slower.” A century later, things haven’t changed much — except that today, those bees are us and that buzzing comes from our mobile phones.
Survey data tells us that consumers regard their mobile phones as catalysts for productivity. Considering the amount of time consumers spend using the device and how essential they characterize the technology to be, it’s easy to take their word for it. But not so fast: Mobile tracking metrics show that consumers rarely ever conduct productivity-related tasks on their devices. In fact, the official US productivity rate has dropped to its lowest point in the past two decades.
In this case, the conflicting data points are not wrong, they are complementary — and the resulting insight is even more valuable than the sum of its parts. A combination of Forrester’s Consumer Technographics® data, mobile tracking numbers, and ConsumerVoices output reveals that consumers engage far less frequently in productive behaviors than expected — and suggests a new understanding of what “mobile productivity” really means.
A journalist called and asked me today about the market size for wearables. I replied, “That’s not the big story.”
So what is? It's data, and what you can do with it.
First you have to collect the data and have the permission to do so. Most of these relationships are one-to-one. I have these relationships with Nike, Jawbone, Basis, RunKeeper, MyFitnessPal and a few others. I have an app for each on my phone that harvests the data and shows it to me in a way I can understand. Many of these devices have open APIs, so I can import my Fitbit or Jawbone data into MyFitnessPal, for example.
From the story on 9to5mac.com, it is clear that Apple (like with Passbook) is creating a single place for consumers to store a wide range of healthcare and fitness information. From the screenshots they have, it also appears that one can trend this information over time. The phone is capable of collecting some of this information, and is increasingly doing so with less battery burn due to efficiencies in how the sensor data is crunched, so to speak. Wearables – perhaps one from Apple – will collect more information. Other data will certainly come from third-party wearables - such as fitness wearables, patches, bandages, socks and shirt - and attachments, such as the Smartphone Physical. There will always be tradeoffs between the amount of information you collect and the form factor. While I don't want to wear a chubby, clunky device 24x7, it gets better every day.
My colleague Reineke Reitsma recently published a blog on the limited but growing uptake of QR/2D barcodes.
Let’s face reality. Usage is low and marketing execution is poor to date, with too many campaigns that lack a clear consumer benefit and that provide a bad user experience by not offering mobile-optimized content. Today, mobile bar codes are an interesting tactic to engage with early adopters.
However, moving forward, we expect QR codes to gain traction and to be increasingly mixed with other technologies (including radio technologies like NFC) to provide extended product packaging solutions. Bar codes do not have to be just cold, emotionless, black-and-white squares. Solutions now exist to personalize QR codes’ designs and seamlessly mix them into a logo or band chart – even merging QR codes and NFC tags, as in the example below from mobiLead solutions.
The 2D bar code market will follow the same path as the 1D bar code market: fulfilling the need for certified and scalable platforms dealing with millions of standard code generation. Mobile bar code vendors will have to move into scalable mobile engagement platforms, progressively integrating multiple access technologies, such as Near Field Communications (NFC) tags, image recognition, or audio tags such as Shazam, and offering deep analytical tools. Beyond the emerging role of 2D bar codes in sales, we expect a growing number of brands — especially in the nutrition and health space — to systematize the use of bar codes on product packaging. Consumers want access to more product information, and brands can leverage mobile technologies to create a consumer relationship.
That’s kind of a bold statement to make when many companies — be they media players or the likes of Facebook — face a mobile monetization gap and when most successful companies generate only dozens of millions of dollars of direct mobile transactions. Despite the hype around “freemium” models, the reality is that few companies can now rely on a standalone mobile business model and that most mobile business models remain unproven.
The Web extended most business models and created only a small number of truly successful new ones. Mobile will follow the same path: Extension, rather than disruption, will be the norm for most businesses, with a few disruptive mobile pure-plays as the exception but not the rule. That doesn’t mean, however, that mobile-first businesses won’t disrupt existing players. Mobile is an enabler of new direct-to-consumer products already, in industries such as car services, food delivery, and home health products. And mobile is disrupting born-on-the-Web companies such as Facebook.