Wellness Wearables Battleground Shifts From Hardware To Mobile Moments Enabled By Ecosystems

Julie Ask

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:

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Amazon’s Firefly Generates Impulse Sales Moments

Julie Ask

With the launch of Firefly, Amazon has the opportunity to create millions of what Forrester calls impulse sales moments. These are the mobile moments when I pull out my phone and make an unplanned purchase – even if it is for something that I need. Impulse sales moments are one of the leading mCommerce opportunities, which we detail in our new book, The Mobile Mind Shift. They include flash sales, sales of diminishing/remnant inventory, or sale of goods that I would have otherwise forgotten to buy. WTSO, Backcountry.com, and Gilt all use this tactic.

How often have you seen something you wanted to buy only to later forget? Sometimes it is as simple as milk at the grocery. Other times it is the latest kitchen gadget at your friend’s home.

Yesterday, Amazon announced its new Firefly service (and hard button on the Amazon Fire Phone). As a consumer, you point your phone at an object or hold it to listen to music, and the Firefly service will identify the product, music, or video. Amazon uses a combination of optical or audio recognition.

Buying products on Amazon – especially for Prime members – is already low friction with 1-click purchase. Firefly takes even more friction out of the process.

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European eCommerce Pure Player Award Winner 2014 Announced!

Michelle Beeson

For the past few days, I have been soaking up the sun in Barcelona at the Global eCommerce Summit 2014.  In amongst attending some great presentations from the likes of Alibaba GroupTesco,Adolfo Dominguez and Philips, I was also part of the jury to select the Pure Player Award winner for 2014.

A long list of European pure player retailers were put through a rigorous Shop Experience Audit by GfK to identify a short list of five players that six jury members evaluated. The short list of candidates included Net-a-Porter, ASOS, Amazon, Zalando and Yoox.

It's been a tough choice because all candidates are very strong players. But, we the jury persevered and evaluated the candidates based on innovation, customer engagement and consistent multitouchpoint presence.  Here are the winners:

  • Winner Gold: ASOS. Jury Assessment: ASOS goes beyond purely generating sales. They work to be present at their customers’ moment of need at every stage in the customer life-cycle, including engaging customers so they come back again. Their content and communication is consistent, as is their presence across devices. They have strong growth from international sales and a multi country presence. They've also launched innovative features like the 'fashion finder' function and a pilot program for changing rooms at pick up points.
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Why Usage-Based Car Insurers Need Don Draper

Ellen Carney

Don’t you hate when a company advertises a product but fails to make it easy to find and buy?

Mad Men’s Don Draper, who, in the 1960’s could have been as likely to work in insurance as advertising (but the story would have been not nearly so interesting), would have a field day with the findings from Forrester’s just published report, “The Next Act For Usage-Based Car Insurance”, the first in a four-report series addressing the UBI landscape in the US, Canada,and Europe and the future of UBI. 

Smart devices, smartphones, and smart cars are converging to create what should be a smart insurance choice for safe drivers and their insurers. The report examines American consumer interest and adoption of usage-based car insurance and the obstacles to purchase, many of which point directly to insurance eBusiness failings.

When Forrester last looked at the UBI market in 2008 (then termed “Pay As You Drive” or PAYD), consumers couldn’t get it because of a big distribution problem:  It was offered by few insurers in just a few states.  A couple of months ago, we decided to see just what had changed over the past five or so years when it came to consumer interest and purchase.  What did we learn?

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Digital Business Means its Time to Evolve

Martin Gill

I’m returning from three days at Forrester’s Technology Management Forum in London. The theme was “Unleash Your Digital Business”, and a very public event on the first day hammered home the timeliness and relevance of the story.

Parliament passed the “Ordinance for the Regulation of Hackney-Coachmen”in 1654.  London at that time would have been unrecognizable to the modern city-dweller. Over a decade before the Great Fire destroyed swathes of the medieval city. Almost 200 years before Charles Dickens immortalized the orphans, beggars and thieves of the smog-shrouded slums of the industrial revolution. But in essence, the act of hailing a taxi remained unchanged since that day.

You stand on a street, wave at a driver and take your chances.

Enter Uber.

And Hailo, and a number of other clones, but Uber is the main bone of contention here. Uber represents the future. It empowers consumers to make a choice, placing power in their hands, and removing it from the service provider. It’s a poster-child for the Age of the Customer. And London’s taxi drivers aren’t happy about it. I will stop short of debating the politics or legislative aspects here – suffice to say that London’s taxi drivers are so unhappy that an estimated 12,000 of them took to the streets on Wednesday to protest. It was messy. And tragically misguided.

The following day, three interesting things happened.

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It Takes Two To Tango: Mobile Engagement Needs User Experience And Context

Katyayan Gupta

The growing affordability of smartphones and increasing ubiquity of high-speed wireless broadband are driving customers toward a mobile mind shift: the expectation that any desired information is available, on any device, in context, in a person’s moment of need. Firms in Asia Pacific in general and India in particular have become cognizant of this fact; in 2014, more firms plan to build a mobile strategy for customers or partners than for employees.

I recently spoke with members of the application development team at Torry Harris Business Solutions (THBS) in India. THBS develops mobile apps for clients worldwide. The team revealed that THBS clients now focus much more on user experience (UX) design — so much so that some of them are even willing to spend an additional 5% on top of the total app development cost to get a better design. UX design represents about 30% to 40% of the total mobile app development cost. But a great UX is only half of a mobile engagement; context is the other half. To develop a complete and effective mobile engagement, eBusiness and channel strategy professionals must:

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Five Global Marketplaces All Brands Must Know

Zia Daniell Wigder

Global online expansion is not the same game it was just a few years ago. Today companies are taking a multi-pronged approach to international expansion and looking at a variety of different ways to tap into online shoppers in different markets. One approach that has been gaining momentum is the use of global marketplaces.

Traditionally dominated by small- and medium-sized businesses, online marketplaces have been extending their offerings for global brand owners. Brands today have a growing number of options to build out enhanced official storefronts on these global marketplaces, reaching hundreds of millions of online shoppers in the process.

Our report published this morning on Five Global Marketplaces All Brands Must Know (client access required) focuses on the opportunities and challenges of selling through global marketplaces. In the report, we profile:

Amazon. The giant of US online retail offers brands more than just a point of entry into the US market – brand store options are available in all 10 markets in North America, Europe and Asia in which the company operates marketplaces.

eBay. eBay's global offerings are growing rapidly: Current marketplace options for brands in countries such as the US, the UK and Australia being supplemented with new offerings in emerging eCommerce markets. The company has taken innovative steps to tap into the cross-border online shopper. 

MercadoLibre. This long-time leader in Latin American eCommerce has rolled out enhanced brand store options over the past year, opening up opportunities for brands looking to tap into the millions of new consumers starting to shop online in the region every year.

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European Online Retail Sales Continue Double-Digit Growth, Spurred By Mobile

Michelle Beeson

This morning when I woke up, one of the first things I did was pick up my iPhone. It’s increasingly part of my morning ritual – whether its checking the weather app for the day’s forecast or using the Starbucks app to pay for my morning coffee on the way to work. And I am not the only one. Forrester forecasts that European online retail sales will increasingly come from sales completed on mobile devices like smartphones and tablets.

 Forrester has now updated its  Western European online retail sales forecast for 2013 to 2018, which plots the growth rate of online sales across 17 European countries and 22 categories. Key takeaways from the forecast include:

  • European online retail sales will continue their double-digit growth through 2018 with a CAGR of 12% from 2013 to 2018, resulting in an online retail market worth €233.9 billion by 2018
  • Southern European markets will grow faster than Northern European markets as they continue to mature. However, the more mature northern European markets are larger online retail markets overall.
  • Online retail sales will be increasingly from mobile devices. Just under half of all online retail sales across the EU-7 will be from online purchases made using a smartphone or tablet by 2018
  • The online grocery category will grow at the fastest rate through 2018 and will surpass consumer electronics to become the second-largest online category in Europe by 2018.
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Winning In Your Customers' Mobile Moments

Julie Ask

Globally, consumers will own more than six billion mobile phones by the end of 2014, and about two billion of them will be smartphones. With this penetration comes the mobile mind shift - the expectation to be able to access any information or service on the mobile device, in the moment of need.

What’s more, consumers reach for their mobile phones 100 to 200 times a day. In these mobile moments, they expect companies to understand their context and offer relevancy as well as both curated and streamlined experiences on mobile devices. They want to see if their children are home from school, buy coffee, access coupons, check in for a flight, check stock prices, use Skype to call Singapore, and play Candy Crush. Enterprises must learn how to, and then serve, customers in these mobile moments. Otherwise, they will lose – an entrepreneur like Uber’s Travis Kalanick will disrupt their business just like he did with taxis.

Mobile moments extend all of the way through the customer’s journey.

But while mobile has definitively become the most important digital platform for most companies to engage with their customers, too few enterprises have embraced this opportunity. Too many view the mobile phone as simply a smaller screen or another channel.

Only a few businesses, like Starbucks, have been able to curate and own mobile moments with their customers. More than 10 million customers engage with the coffee chain each week through its mobile payment app. Starbucks owns what we call Loyalty Mobile Moments. For them and others like Citibank, USAA, and United Airlines, they must strive to excel in those moments of truth.

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US Mobile Banking Benchmark: Chase And U.S. Bank Earn Top Scores But Banks Lag On Innovation

Peter Wannemacher

When it comes to mobile banking, customers' expectations are growing faster than the hair on a Chia Pet. So every year, Forrester reviews and scores the mobile banking offerings from the largest retail banks in the US across seven categories: Range of touchpoints; Enrollment and login; Account information; Transactional functionality; Service features; Cross-channel guidance; and marketing and sales. You can read the complete report here or by clicking on the link below:

Here is a sampling of some of our findings:

  • Chase and U.S. Bank tie for the top spot. With scores of 69 out of 100, Chase and U.S. Bank received the highest overall scores among the five banks we evaluated. Chase delivers the basics superbly, with a wide range of transactional features for transfers, bill pay, and P2P payments as well as strong cross-channel guidance for customers to contact Chase and find ATMs and branches. By contrast U.S. Bank stands out for more advanced features, including marketing and research for additional products, the ability to take a picture of a paper bill to enroll in bill pay, and the ability to pay another person using the contact list in a mobile phone.
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