Too many marketing leaders still lump tablets and smartphones into the same mobile bucket. That’s a mistake. Why? Because tablets are not primarily mobile devices. Instead, they are mostly used within the home. Marketing leaders must create a differentiated tablet experience or risk dissatisfying their best customers and missing opportunities to engage when customers discover and explore their products.
Here are the key takeaways from new research I conducted in the past few months:
Tablet marketing matters. Tablet marketing enables marketers to engage with influential customers who spend less time on PCs and print media. People use tablets differently from smartphones, requiring marketers to adapt their approach.
Marketers should use tablets to enhance discovery and depth in the digital home. Marketers will see the benefits of designing immersive tablet experiences for people discovering and researching their brands and products. They should use search marketing to drive better conversion rates and tablet commerce. And they should maximize TV ads by creating tablet extensions for multitaskers as well as creating new marketing experiences in the digital home.
Shift to contextual marketing. Most of us have only had mobile phones for, at most, 12 years. I have already explained here why we’re all mobile teens, figuring out our relationships with others and with brands. Unsurprisingly, marketers face challenges integrating mobile and tablet in the mix. It’s time to stop thinking about devices and instead shift to thinking about contextual marketing.
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:
Forrester’s recent research shows that, while Asia Pacific lags developed regions like North America and Europe in terms of smartphone penetration, the growth of smartphones will be highest in APAC between 2012 and 2017. As indicated in our recently published report, Forrester Research World Smartphone Adoption Forecast, 2012 To 2017 (Global), by end of 2013, Forrester estimates that smartphone penetration in North America will be 57%, followed by Europe with 42% and APAC with 21%. But in terms of the compound annual growth rate during the same period, smartphone penetration in APAC will grow by 20%, followed by Europe with 11% and North America with 10%.
The sharp increase in the number of smartphone users will greatly affect both the consumer and enterprise landscapes. Building on Forrester’s deep research on the Asia Pacific mobility opportunity, we will be holding a series of complimentary quarterly webinars to help our clients make sense of this rapidly changing landscape and position for success. Starting in March and covering the consumer and enterprise mobility markets, the webinars will bring together Forrester analysts from around the world to present a global and Asia Pacific perspective.
On March 5, 2013, I will present a mobile trends and summary webinar with my colleagues Thomas Husson and George Lawrie. This session will cover our key findings from this year’s Mobile World Congress in Barcelona, share our view of key 2013 mobile trends, and share best practices for building a successful business case for mobile initiatives. You can register for the webinar here.
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.
Since the beginning of the year (with a peak in July, thanks to this Bloomberg article), there have been rumors that Apple would launch an iPad mini with a 7.85-inch display. Speculation is now high that the launch could be announced October 17 — a week prior to the big Microsoft buzz about Windows 8 and in due time for the holiday rush and the seasonal year-end sales — in an attempt to lock new tablet buyers in to the iOS ecosystem. The biggest iPad mini conundrum is likely to be pricing — making sure that the new device remains competitive in the face of the iPad 2 and iPad 3 and the newly launched iPod Touch but also with Google's $199 Nexus 7 and the new $199 Kindle Fire HD. Don’t count on me to comment on rumors and share my personal take on the features the device could have, etc. Some of my colleagues are better placed than I am to make a call and will do so in due time.
Let’s step back from the hype for one moment.
It took two years for Apple to sell 67 million iPads versus 24 years to sell 67 million Macs. It took the company two years to sell one million iPods. Arguably, the iPod, coupled with the iTunes ecosystem, disrupted the music industry. Needless to say, new connected devices — mostly smartphones and tablets — will be even more disruptive. Forrester forecasts an installed base of 760 million tablets globally by 2016, and my colleague Frank Gillett has explained why we believe that tablets will run the personal computing landscape at work and at home.
Anybody out there who doesn't have a mobile device, raise your hand...just what I thought.
The explosion of mobile phones and apps in the everyday lives of consumers--and agents--is powering big changes in the business of insurance. Heightened customer expectations are getting formed by the changing mobile landscape; new generations of customers; new competitors, and the ferocious pace of mobile tech-enabled innovation that is radically reshaping how customers become informed, purchase, and get service.
In our new report, the first of Forrester's Mobile Insurance Playbook, we examine how mobile forces are driving customer expectations and how customer demands are going to influence new insurance business models.
Consumers are living La Vida Mobile. Mobile is a pervasive element in the daily lives of insurance customers. With more mobile devices available within easy reach, US consumers are tapping into this ready convenience to research, buy, and service their financial needs, including insurance. And how about those Millennial insurance customers? More than one in four told us that they use mobile as their main personal financial channel.
Agents are becoming proficient mobile tool users. The tablet form factor looks almost purpose-built for the needs of agents. From their hi-def displays to fast boot-up and super portability, agents are ardent tablet-ers, and half the agents in an informal survey at the end of last year cited mobile as one of their leading business initiatives.
Too many firms are investing in mobile technologies without a road map. Most companies are investing in a wide range of mobile technologies, but only 40% of companies that Forrester interviewed have defined a mobile road map for the next 12 months. In fact, few firms have a detailed plan on how to create mobile products and services.
Implementing a mobile road map requires an iterative approach. To add new mobile services, product strategists must evaluate consumers’ mobile behaviors and attitudes, adapt their companies’ mobile business plans, refine their overall digital road maps, and assess the maturity levels of mobile technologies.
Successful mobile road maps require investment in supporting activities. Making specific investments in mobile education and skills development, maintaining organizational flexibility to increase speed to market, and adapting to local markets are key to the success of a mobile road map.
For example, the most advanced firms have a mobile steering committee in place — usually part of a broader digital governance team — with representatives from different business units, different roles, and different geographies. The role of such a governance body is not just to set the vision but also to prioritize and select mobile projects based on a clear list of criteria. One global brand’s mobile governance body, for example, identified up to 100 planned mobile initiatives. To select the best ones and rationalize investment, it put a framework in place with four simple questions for candidates to justify the funding of their projects: What benefits will it bring to consumers; what corporate objectives will it serve; what’s the business case; and what new features will be required in the second year?
The longer we spend researching mobile banking, the more convinced I become that mobile banking is the most important innovation, or cluster of innovations, in retail banking in years, arguably in a century. Here’s why I think mobile banking is a much bigger deal than cash machines (ATMs), credit cards or home-based online banking:
In developing economies that lack a dense infrastructure of branches, ATMs and fixed-line telecoms, mobile banking and payments are bringing millions of people into the formal banking system for the first time.
In developed economies mobile banking will become the primary way many, perhaps most, customers interact with their banks. Banks need mobile banking to provide a platform for mobile payments and to protect their retail payments businesses from digital disruption as mobile payments start to replace card payments in shops.
If you’ve been chatting with your web development team recently, you might recall them talking about responsive design. But, what is responsive design and why should eBusiness professionals be taking it seriously?
First, responsive design is not a technology, it’s a development philosophy - an approach to web development that forces user experience developers to design and optimize from the outset for multiple touchpoints including (but not limited to) the desktop, tablets and mobiles. Until now, many eBusiness teams have either developed their mobile site by coding a separate set of templates, or outsourcing to a 3rd party vendor or agency whom in many cases scrapes or proxies existing content from the desktop site. As many retailers and other eBusiness teams start to develop optimized tablet sites, there is a distinct concern that supporting 3 different sites for desktop, tablets and mobile is becoming increasingly expensive and is causing a drag on innovation momentum.
With a responsive site, developers use a single set of front-end code to build a site that responds within the constraints of the device to deliver an experience that is contextual to the size and orientation of the screen. Responsive design allows eBusiness leaders to consolidate their teams (UX designers and developers) back into a single ‘web’ team aligned around a single technology (CSS3 & HTML5) and writing a single set of code. Some eBusiness leaders are referring to this consolidation as back to “one-web” and are increasingly intrigued by the potential cost and efficiency benefits that moving to a responsive site has to offer.
It’s the latest craze sweeping the nation… No, I’m not talking about Fruit Ninja, I’m talking about gamification.
There's a reason "gamification" is the buzzword on the tip of so many tongues these days. It takes ideas and structures from games - the video kind and other types - to guide companies in their quest to affect consumer behavior. So should digital strategists at banks and financial institutions use gamification to meet their business objectives?
We’ll get to that, but for now let's start by clarifying what we're talking about. Forrester defines gamification as:
The insertion of game dynamics and mechanics into non-game activities to drive a desired behavior.
These mechanics come in many shapes & sizes – SCVNGR, a mobile game developer, has a list of more than 40 – but here’s a quick list of four major ones:
· Points. The most basic element of gamification, points is any type of virtual currency – or, in a few cases, IRL currency. Digital strategists at banks & credit card companies have used this tool for years in the form of rewards points.