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:
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.
In July 2012, app stores — first popularized by Apple — will be four years old. There is still a lot of room to improve the discoverability and sharing of apps. For example, locally relevant content and monetization options are often missing. Adding social discovery, personalization, and recommendation features are key to improving the user experience.
However, app stores have already had a dramatic impact on the distribution of games and are starting to offer new forms of engagement between brands and consumers. Consumer usage of the most popular mobile apps has exploded in the past two years. A third of European online consumers ages 18+ who own a smartphone are using apps daily or more frequently. Seventeen percent are using apps several times a day. Stickiness and frequency of usage vary tremendously from one app category to the other. Among European online consumers ages 18+ with installed apps on their smartphones, 57% use social networking and 48% use news apps at least daily, while 69% use finance and banking apps at least weekly.
First-generation apps — aside from gaming apps — rarely made the most of the unique attributes of the mobile platform and were rarely integrated with back-end systems. We believe the market is poised for a second wave of consumer apps that are more personalized and contextual. Here’s what to expect:
■ “Big data” will enable more contextual experiences on mobile apps.
■ We'll see smarter, connected apps.
■ There will be a shift from native to hybrid and web apps.
Websites are the most widely used touchpoint for credit cardholders interacting with their providers. The quality of a credit card company's secure website impacts the relationship that firm has with its customers. To understand the state of card issuers' digital services, Forrester has just released our 2012 US Credit Card Secure Website Rankings. We found that:
Discover leads the pack with exceptional service features and valuable transactional functionality. With a score of 80 out of 100, Discover received the highest overall score among the six credit card issuers whose websites we evaluated. The firm earned a whopping 91 in our online servicing category, as well as an impressive 84 in our transactional content and functionality category.
eBusiness teams at card issuers have room to improve in cross-selling and usability. Although the websites we looked at revealed strong digital services among credit card issuers overall, our benchmark also uncovered opportunities for improvement, specifically in the areas of user experience design and secure website cross-selling. eBusiness teams need to enhance their websites’ navigation, task flow efficiency, and location cues while improving the contextual cross-selling & upselling on the secure site.