Today, Forrester published an updated study to help eBusiness professionals understand how their peers in other companies with more experience are taking on mobile. The report (which clients can find here) is titled "Mobile Maturity Equates To Mobile Competency."
In the study, Forrester put eBusiness professionals into one of three groups based on the maturity of their mobile strategy - how many years a strategy had been in place. From there, the report provides an in-depth comparison of the approach to developing mobile strategies, level of collaboration, staffing, use of technology, spend, key performance metrics used, and approach to development.
A few key takeaways:
- Senior leaderships is essential. Only 54% of companies just getting started with mobile feel their company sees mobile as a strategic initiative. In comparison, 87% of eBusiness professionals with a more established plan have this support.
- eBusiness professionals with more experience are more likely to build in-house. They understand that mobile services cannot be one-off projects. Mobile services are assets, touchpoints, channels, and more that require infrastructure and ongoing maintenance and improvements. They also use consultants or agencies but lean toward custom builds to get the most out of the medium.
- eBusiness professionals often lead with iOS applications, followed by Android. Less than 10% of experienced eBusiness professionals build for BlackBerry or Windows today.
- Experienced eBusiness professionals have a process in place to develop strategy that either is mobile POST or strongly resembles mobile POST.
My colleague Patti Freeman Evans put up a great blog post yesterday about eBusiness efforts post-Sandy. I wanted to finish off the week with a snapshot of the ATM screen I took about 10 minutes ago at my local Chase branch - amazing what a multi-touchpoint world we now live in (I count up to six in this one message alone!).
eBusiness professionals have disaster recovery plans in place to deal with nearly annual storms across the country. How many times have we heard of a snow storm November and December slamming formerly robust holiday sales? However, Sandy has put the northeast in uncharted waters. The extent of the challenges we face in the nation's most populous region is vast and varied: Gas, fuel and water shortages, road closures, and electrical outages affect both homes and businesses throughout the area. NYC is an odd microcosm of the variety of issues we face: Below 23rd Street has water but no electricity and no subway service. By contrast, north of 23rd Street - while it’s not business as usual - life is closer to normal. Yet, in the outer boroughs and the tri-state area, the situation is often much, much more dire.
I write this from refuge at my brother-in-law’s apartment at 100th Street because we lost power at home in Tribeca. Since we are safe, I am more frustrated by lack of battery power and Wi-Fi variability than I am with the lack of electricity for other things. I felt so cut off without internet access. To see crowds of people leaning up against closed Starbucks locations’ outer walls to access Wi-Fi is an indication of how digital technology has become so critical to our daily lives. Now, fully connected, I am able to work at near full capacity in spite of the devastation around me – I just wish my brain was up to my digital capabilities.
Across a broad search on how eBusinesses are dealing with the situation, a number of initiatives arose:
Local businesses are already using digital means to try to recover.
I attended the Windows Phone media event in San Francisco today. The filter I put on was, "What does this mean for the eBusiness professional?" VERY few of the executives we have surveyed are building experiences or applications for the Windows platform today (and yes, you could argue that in part that is because they knew Windows Phone 8 was coming and wouldn't be backwards-compatible, but, honestly, mostly it is because there are so few Windows phones in the US relative to Android and iOS). Only 21% of the executives we surveyed a year ago were using Windows with another 27% planning to do so (see this report).
There is a lot of talk - mostly at a high level - about how you have to define different experiences for iOS and Android because expectations are different, consumers use the devices differently, etc. The most interesting aspect of the Windows Phone 8 event today was the "live" tiles. I have seen similar in the past with Nokia devices - streaming Facebook updates, news, etc. to "live" tiles on my home screen.
What I haven't seen yet is a good use case for "live tiles" for eBusiness professionals. Everyone is chatting about push-based notifications - they are contextual, they deep-link into the application, they drive usage of the application, etc. These "live" tiles with streaming content or media could be even more interesting. Microsoft today showed examples with Groupon and other discount/deal providers. As a bank, you don't want to display someone's balance. As an insurance provider, you don't want to post "a bill is due" or "we're not paying out your claim." You might want to post content around hurricanes and the potential danger. Retailers and travel companies can post deals.
I recently had a chance to catch up with another global eCommerce enthusiast: Hendrik Laubscher works for PriceCheck, a price comparison site in South Africa owned by MIH Internet Africa. He and I sat down for a coffee to talk all things developing eCommerce markets. A few things that came out of our conversation:
In South Africa, payments and broadband connectivity remain hurdles to eCommerce adoption. South Africa, the continent’s largest eCommerce market, remains at a relatively early stage, with several inhibitors preventing the market from truly flourishing. Although credit and debit card usage is growing, overall penetration remains low, even in comparison to other large emerging markets. PayPal offerings have been a challenge, as well — currency issues and restrictions that required users to be registered FNB online banking customers prevented many from taking advantage of this payment method. Additionally, the country’s low overall Internet penetration — in particular, broadband penetration — also presents hurdles. The CEO of Woolworths in South Africa recently said that faster, cheaper broadband was essential for eCommerce to flourish, but estimated that this scenario remained “about four years off.”
Today Forrester is releasing a report entitled “Key Trends in B2B eCommerce for 2013” that, for the first time in over 10 years, sizes the US business-to-business (B2B) eCommerce market in the US. Forrester estimates that by the end of 2013, customer-facing front-end B2B eCommerce will reach $559 billion. This figure includes transactions placed online (independent of whether payment is taken online or not), but does exclude EDI-based commerce.
By comparison, US B2C eCommerce will be a $252B market--which would make B2B eCommerce fully twice the size of B2C eCommerce. In addition to sizing the US B2B eCommerce market, “Key Trends in B2B eCommerce for 2013” explores three important trends in B2B eCommerce for the coming year:
Ever-Growing Demand For B2C-like B2B eCommerce Experiences. With key B2C sites having set a high standard for what constitutes a compelling online customer experience, B2B eCommerce companies are now actively retooling their existing B2B sites or building whole new sites to deliver B2C-like eCommerce experiences.
Increasing Channel Conflict Between Direct Sales Organizations and eCommerce Operations. As the eCommerce option becomes a more viable alternative to a traditional direct sales model, companies are increasingly migrating their offline customers to more cost-effective, self-serve, online-only environments. In addition, they’re now focusing their sales reps exclusively on acquiring and retaining higher-margin and higher-volume key account customers.
Earlier this week I caught up with Discover’s Mike Boush to talk about his keynote at the upcoming eBusiness Forum, where he’ll explore innovations in eBusiness at Discover. Here’s a snippet of our conversation, and a sneak peak of Mike’s session at the event:
Q: What digital initiative have you undertaken in the last 12 months that you're most excited about?
A: I love what we're doing with partnerships online. It's creating a whole lot of value for customers and, frankly, getting us out of the "must be built at Discover" mentality. It started with an integration with PayPal in order to deliver peer-to-peer payment services. The program leverages PayPal’s huge delivery platform, and customers love it. Then we introduced an integration with Amazon that lets customers pay for their Amazon.com purchases with the cash they earned through our Cashback Bonus rewards program. This really highlights the difference between competitors' "points" programs and our straightforward cash, and the transparency shows just how great our program is. And recently, Google announced our integration of Discover card enrollment into the Google Wallet from our website, which is convenient for customers and helps position us in the mobile payments space. These integrations are just a sample of what we've done, but they become powerful illustration of what we can do when we team up and innovate with other great companies.
Q: What gets in the way of delivering the right experience to your customers?
I had the pleasure of presenting an evolution of our Agile Commerce research last week at the Internet Retailing conference in London. It was an interesting event on a number of fronts, but my key take-away from the event was a very positive one.
eBusiness executives in Europe have definitely woken up to the Agile Commerce message.
We can’t claim all the credit at Forrester, but I definitely got the feeling from listening to my fellow panelists on the Customer track present their stories that they were in the same place as we are now, at least in terms of strategic intent, if not yet in execution:
Simon Smith, Head of Multichannel Experience at O2 Telefonica described how he is bringing a service design ethos to delivering both consumer and employee experiences. Telefonica aims to design service experiences that are Individual, Relevant, Thoughtful, Reassuring and Amazing (SUPER, anyone?), and what was the most interesting piece about their story was that these experiences are designed from an outside in, customer first perspective before any of the individual touchpoints are designed. By basing these experiences on common personas and a wealth of analytical data, Telefonica then overlay touchpoints as appropriate, enabling them to step out of the discussion about “should we or shouldn’t we develop this or that functionality on this or that platform?” and into the more relevant discussion about “what touchpoints and experiences most make sense for our customers?”
I had the chance to catch up with Bert DuMars, VP of Digital Marketing & eCommerce at Newell Rubbermaid, in advance of his keynote later this month at the eBusiness Forum. I spoke with Bert about the impact of digital channels on the overall shopping experience, and how Newell Rubbermaid is charting a course for profitable eCommerce growth. Here are some of his thoughts.
Q: What digital initiative have you undertaken in the past 12 months that you're most excited about?
The other day, Smile*, one of the banks I have an account with, sent me a new contactless card.
The striking thing about this otherwise ordinary event was that the bank didn’t mention that it was a contactless card. I know it’s a contactless card because it has the contactless symbol on it. But nothing in the letter the bank sent with the card so much as mentioned the new contactless functionality. Logically, one of the following must be true:
Uncharitably, it could just be that the left hand doesn’t know what the right hand is doing, and the product team forgot to tell the marketing team it was doing anything new.**
Possibly, some slip meant that my envelope didn’t contain any marketing. But there’s no mention of contactless cards on the bank’s website either.
Alternatively, the bank simply reckons that the benefits of promoting the contactless functionality are so marginal that it’s not even worth the effort of changing its standard letter (which promotes card protection insurance in extensive detail).