It's been three months since we published "Mobile Is The New Face Of Engagement," and we've learned a lot by listening to CIO customers and industry professionals talk about the stories and strategy of mobile engagement.
The thing that leaves people scratching their heads is the mantra, Design for mobile first! "What does that mean, exactly?," they ask. "Is it about user interface design?" The industry answer is that it's about user experience design, but that's not quite right. Design for mobile first! is really about business design. Let's start with a thought experiment to re-imagine what's possible on a touchscreen device:
Imagine that your service is in your customer's pocket at all times. Imagine what you could do with that honor.
You could serve your customers in their moments of need. You could use data from device sensors and your own data to understand their context, the time of day, where they are, what they did last time, what they prefer, even their blood pressure, weight, and anxiety level. You could design your mobile experience to be snappy, simple, and built around an "action button" to (you guessed it) help them take the next most likely action.
With the right data and predictive analytics, you could anticipate your customer's next move and light up the correct action button before they even know they need it. You could serve them anywhere at any time. Not just give them self-service mobile access to your shrunken Web site or forms-based transaction system, but truly serve them by placing information and action and control into their hands.
Yeah, the tune is playing in my head. Video Killed the Radio Star. But in this case, it's Apple's iMessage service that's killing the SMS cash cow. For those of you haven't experienced it yet, check out this picture.
It's my riding buddy Joe sending me a text message, or in this case, an iMessage. The blue box is the giveaway -- it came over Apple's texting service, not AT&T's SMS service. It's "free." That is, it travels over the Internet, not the SMS network, and it's free on Wi-Fi or included in my wireless data plan. And while I have unlimited texting, I do pay $30/month for the family plan, about $0.10/message last month. (I know, some of you text so much that it's probably a penny a message or less.)
So, let's do the math:
100 million iOS users.
Sending 50 messages a month to another iOS user. (iOS users move in packs.)
Each person pays for the SMS message, so that's 100 messages per person.
Each SMS message costs (let's say) $0.05.
So 100,000,000 iOS users x 100 iMessages/month x $0.05/message = $500,000,000/month.
Said another way, that's $6B taken out of the SMS value chain by the iOS iMessage service every year. Then there's the BlackBerry Messenger service for inter-BlackBerry messages. And the Magic SMS app for iPhone and Android. And probably a hundred other SMS alternatives that I'll never know about. Add it all up, and 10 billion dollars in SMS value (not revenue) could be siphoned off to the wireless data market in 2013.
It’s always the short questions that make my job interesting. Like this one.
Gil, do you think companies will cut back on Enterprise Web 2.0 in light of the economy?
First reaction--it depends. I’m an analyst, that’s always our first answer. But what does it depend on? What are all the factors at play and how will this impact your decisions? So, here’s my read of the Enterprise Web 2.0 trends based on many conversations with my clients and vendors. I will focus specifically on wiki and social networking tools used to improve internal collaboration and knowledge sharing. These are gaining momentum and acceptance within the enterprise. (See my TechRadar report for the details on what Forrester sees in scope for Enterprise Web 2.0.)
There will be a slowdown of IT-driven collaboration projects in 2009. But there will be increased interest in business-driven collaboration projects. Why? There is a technology populist movement, and has been for a while. Small and medium-sized businesses (SMBs) typically operate with little IT support and rely upon vendors for collaboration services – nothing new here. But we find that business units in enterprises, especially those in companies with politically weak IT departments, are increasingly behaving like SMBs, and they are going out and provisioning technology on their own. This is a form of institutional Tech Populism.
By Gil Yehuda Those who drink the Web 2.0 Kool-aid live in a idealistic world where we can mentally connect a great idea to a great implementation of that idea. We live on faith that the great implementation will come, since there are plenty of smart people out there who will eventually figure out how to make value out of technology building blocks. Sometimes our faith is tested when the killer-app does not show up for a long time. But evidence can restore our faith.
Some of you may have heard about the joint announcement from EMC, IBM, and Microsoft about the creation of Content Management Interoperability Services (CMIS). The purpose of this proposed new standard? To create a vendor-agnostic way of accessing the data in content management systems from multiple vendors. In other words: Remember when SQL became a standard for accessing databases? This is the content management system equivalent.
Why? The truth is, I learn by doing and by speaking with others who do. So I dabble with Twitter, Plurk, Pownce, Spoink, Rakawa, Tumblr, Utterli, Yammer, FriendFeed, 12seconds, and probably a few others that I signed up for and forgot to use. I have found a nice collection of people that I like to follow, and some people follow me too. So microblogging appeals to the extrovert in me, and I'm strangely fascinated reading what other people are doing (or what they say they are doing). Narcissism and voyeurism are at play.
I had a conversation with a client the other day about Blogging at work. The question came up, as it often does, how to ensure that employees blog appropriately at work. We spoke about corporate policies regarding appropriate use of the intranet, discussing if they really make an impact on behavior, or if they only exist as leverage when it comes time to take action.
It occurred to me that there is a simple analogy that all professionals can relate to, which brings clarity to the issue: How do you determine what to wear to work?
At every company I have ever worked in (with the exception of Forrester, ironic), there was an explicit policy about dress code. In some organizations, men are expected to show up in a pressed shirt, perhaps a tie and jacket. In others, the code is more lax, but denim jeans are verboten. Of course, men have it much easier, we have fewer choices and they all work pretty well for us. In my last company, a memo forbidding open-toe shoes angered many women in my team, including my boss, who loved her shoe collection. Why forbid open-toe shoes? Perhaps it could lead to sandals – or, heaven forefend – crocs! Crocs in the workplace – oh my word, that could be terrible!
I'll give you five seconds to recover from your pun-induced groaning [5...4...3...2...1] Now, on to the news: Open Text announced late last week that it has acquired eMotion, a software-as-a-service digital asset management (DAM) product, from Corbis. Open Text plans to rebrand eMotion as Artesia on Demand for Marketing, complementing its full-featured, installed Artesia DAM product.
Earlier this week, if you happened to read any of my research on our site, you might have been scratching your head at my "new" photo, as seen below:
You might have asked yourself, "What has happened to one of my favorite Forrester analysts?" Was it the result of a) a face lift; b) gender reassignment surgery; c) successful prayers to the patron saint of the un-photogenic (when a good friend first saw my original photo last year, she asked in her typical blunt fashion, "Why do you look so puffy and awful?")