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.
Forrester believes that, in the future, the new competitive battleground will be the mobile moment. Why? Consumers expect to engage with brands to get any information or service they desire immediately and in context. Today, 18% of US online consumers have this expectation, while 30% are in the midst of a transition to this mobile mind shift. This revolution is taking place quickly across the globe: Forrester forecasts that 42% of the total population globally will own a smartphone by the end of 2015.
Forrester believes that, in 2015, the gap will increase between marketing leaders and eBusiness professionals who will re-engineer their business to deliver valuable mobile moments and the majority of executives who will continue to take a myopic approach by considering mobile just as another digital channel.
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.
At the leading edge of every employee-led workplace technology revolution is usually a handful of motivated people who are constantly experimenting with tools and technologies to improve their work. In the early ‘90s, millions mastered the venerable PC and especially Microsoft Excel - partly because for the first time they could quickly collect and process thousands of data points, present it in ways that they could make sense of it, and make better decisions faster. The result: they could work in new ways that were previously impossible, and they could be more productive and valuable for their employers. In short, these employees were the leaders and innovators in their organizations.
In 2014, these engaged employees' time and energy is going toward finding tools that will help them stay productive as they become more mobile, and their work and personal lives continue to blend. For example: Desktop computer usage as a percentage of the work day is declining, and for at least one hour each work day, 13% of global information workers now use a tablet for work - primarily so they can get work done from home. Forrester believes that investments in mobility technology will increase through 2015 and beyond.
I just spent a great weekend in Canberra, Australia’s capital, as a part of the Human Brochure activity — a campaign organized by Visit Canberra to get people discussing and promoting the city on social media. As one of the “VIP activities”, my family went to the Cockington Green Gardens miniature village, which was celebrating its 35th anniversary. The son of the owner (who is heavily involved in the business) was our host - it was a really interesting and educational evening, and we had the opportunity to ask all sorts of questions.
Currently, Cockington Green Gardens has no mobile app, and very little presence in the virtual world. I asked if they had thought about a mobile app (someone else asked about audio tours), but their small budget means that this is not possible at present. The value of such an app was brought home by the huge amount of information that the owner’s son passed on to us — such as the fact that the roof in the image below has 50,000 tiles, all of which were laid by hand at a rate of 500 to 1,000 per day — most of which is beyond the reach of most visitors.
Marketers are in love with the latest mobile “shiny object” – and with technology acronyms – NFC, AR, LTE, BLE, RWD, QR. What’s more, hype questions abound: Will beacons replace NFC? Do you believe in HTML5 or should we develop a native app? Should we build an app for Apple Watch? But most of the time, these questions are irrelevant.
The reality is, marketers are increasingly using a variety of mobile tactics and technologies – but this use is rarely sophisticated and more often than not, does not match customer behaviors.
Sophistication of consumers’ use of smartphones is climbing — without consumers even noticing it. Mobile is simply part of our daily lives and, therefore, fundamentally changes customer expectations. With mobile traffic exploding, marketers are not only underserving their best customers by delivering a poor mobile experience, but risk losing their business altogether.
It’s time for marketers to start asking questions like how their core audience is using mobile, the value that mobile is adding throughout the customer lifecycle, the experience they want to transform, and the marketing objectives they have, to name a few. And only then, begin to align the right technologies.
Behavior tracking data is the new black. It is a type of big data that can help you better understand your target consumers — everything from the amount of time they spend on each social media outlet to their most popular time of day to visit shopping websites. Compared with other data sources, it allows you to capture actions at a very detailed level with precision, eliminating measurement errors by analyzing usage of what consumers do, not what they say they do.
In our recent publication, Mobile Behavioral Data: UK, we analyzed Forrester's UK Consumer Technographics® Behavioral Study, November 2013 to March 2014, and found that:
WhatsAppkeeps UK smartphone owners engaged the longest. Forty-one percent of UK adults use the app for just over 8 hours per month (or about 2 hours per week). That is longer user engagement than for any of the other top 10 most popular apps that UK consumers use on their smartphone; this includes Facebook, the most popular app, which keeps smartphone users engaged for a little over 90 minutes per week.
Young UK smartphone owners are most likely to use finance/banking apps. More than half of 18- to 24-year-old UK smartphone owners use finance/banking apps, like the Lloyds Bank app and the NatWest app. These youngsters show the highest adoption of finance/banking apps in the UK, and rates decline with age; about 40% of 25- to 44-year-olds and 34% of 45- to 54-year-olds use finance/banking apps.
Too many wearables today have screens that look like miniaturized smartphones.
Just as smartphones shouldn’t be PC screens shrunk down to a 4-5” screen, smartwatches shouldn’t look like smartphones shrunk to 1”. Nor is it a matter of responsive web design (RWD), which resizes web content to fit the screen.
Samsung's Gear 2 looks like a tiny smartphone screen.
Instead, it’s a different type of design philosophy – one with DNA in the mobile revolution, and then extending mobile thinking even further.
Let’s start with the concept of mobile moments. As my colleagues write in The Mobile Mind Shift, mobile moments are those points in time and space when someone pulls out a mobile device to get what he or she wants immediately, in context. In the case of wearables, the wearer often won’t need to pull out a device – it’s affixed to her wrist, clothing, or eyeglasses. But she might need to lift her wrist, as a visitor to Disney World must do with MagicBand.
Now we’re getting closer to what wearables should be. But there are additional dimensions to wearables that obviate the need for pixel-dense screens:
Is this the long-awaited year of mobile? Last week, Facebook announced that its quarterly profits had more than doubled, driven in large part by mobile; 62% of Facebook’s ad revenue now comes from advertising on mobile devices. Forrester forecasts that mobile will be the fastest-growing digital marketing category in 2014, increasing 47% in 2013 over the prior year. And Forrester believes that we are witnessing a mobile mind shift — “the expectation that I can get what I want in my immediate context and moments of need.”
But mobile’s marketing moment has not yet arrived. While consumers continue the rapid shift to mobile, marketers have not yet realized mobile’s brand building potential — because for too many marketers, mobile remains a tactical underfunded offshoot disconnected from a CMO's brand building efforts. This is a missed opportunity.
Marketing needs a mobile mind shift. To harness the power of mobile, marketers must start with the experience they want customers to have with their brand, not the technology. Then determine what role mobile can play in delivering, improving, or even reinventing that experience — by creating, anticipating, or addressing a customer's mobile moment. Because the new battleground for customers is the mobile moment — the instant in which a customer has a want or need — Forrester has identified three types of mobile marketing moments.
American government is divided along liberal-conservative lines on just about everything. But the Supreme Court agreed that you can't search somebody's mobile phone without a warrant, and it wasn't a typical split decision -- it was unanimous. (The other big ruling today, on the controversial question of whether Aereo can sell you streaming access to your own TV channels, was 6 to 3 against Aereo).
Why? What is in your mobile phone?
Chief Justice John Roberts pointed out that they are "cameras, video players, Rolodexes, calendars, tape recorders, libraries, diaries, albums, televisions, maps, or newspapers." You might as well add alarm clocks, wallets, stethoscopes, and running coaches. There is literally nothing about you that your phone may not know at some point (your browsing history probably contains a lot of secrets you may want to hide from some people). If I had a choice, I'd rather have an invasive government search my house than my phone. (I wonder how many of them have phones under their robes.)
One of my first mobile moments this morning was a text from my husband on WeChat announcing that he had a Lark sleep quality rating of 9.4. We’ve become competitive sleepers. The Lark is a wearable device worn on the wrist at night to track the quality (e.g., number of times awake) and length of sleep. Activating the device requires you to set an alarm (and lets me know how few hours I have to sleep). The device wakes you by vibrating on your wrist. Disarming it in the morning includes journaling information on how you feel and what occurred that may have helped you to sleep well or disrupted your sleep.
While I love this device, in April Lark announced it will discontinue making hardware, but support existing units. It’s retained hardware staff to continue to understand how to make the most of data collected from sensors on the phones. Similarly, Nike didn’t announce it was discontinuing the FuelBand, but there were rumors it had laid off its hardware team.
Why these shifts?
These devices and apps are creating mobile moments by sharing basic data, a concept outlined in our new book, The Mobile Mind Shift. But, the excitement of reaching milestones of 5,000 or 10,000 steps a day or shifting your sleep behavior quickly fades once consumers have a sense of what it takes to reach these goals. In fact, overtime data can even demotivate individuals.
In order to change consumer behavior in the long-term, these wearables must offer effective engagement mechanisms that create relevant mobile moments that change over time with consumer needs. To succeed requires: