There were two important pieces of Nokia news of interest to mobile platform developer partners leaked today. First, Nokia’s MeeGo platform, designed to replace Symbian, will likely be killed before ever reaching the market. Second, Nokia’s CEO Stephen Elop purportedly sent a 1,300 word memo to all Nokia employees that includes key sections such as: “We poured gasoline on our own burning platform. I believe we have lacked accountability and leadership to align and direct the company through these disruptive times. We had a series of misses. We haven't been delivering innovation fast enough. We're not collaborating internally. Nokia, our platform is burning”; and “The first iPhone shipped in 2007, and we still don't have a product that is close to their experience. Android came on the scene just over 2 years ago, and this week they took our leadership position in smartphone volumes. Unbelievable.”
This dovetails with what we predicted in a November 2010 report, “The Feeding Frenzy Over The Mobile Developer Channel,” in that it would not be the quality of the underlying platform software (Nokia has remained strong there), but the ease of development, viability of the platform, size of the market, and availability of distribution channels that would settle the mobile platform battle. In all of these factors, Nokia has been steadily falling behind its competitors, led by Apple (iOS), Google (Android), and Microsoft (Windows Phone).
Yes, Apple is amazing. In no uncertain terms, the company has had a seismic impact on our society. Apple has changed everything from what we buy to how we work and awakened both corporate executives and the general public to the value of good design. Apple has raised our awareness of the value of simplicity (and the rejection of feature overload); the importance of paying attention to every little detail (down to the layout and typography on product manuals); and the seemingly unbelievable business domination that comes from examining not just isolated customer touchpoints but the entire customer experience ecosystem.
Not surprisingly, customer experience professionals at other companies want to follow Apple’s lead. And it’s only natural for one company to be influenced by another.
But in the case of Apple, I’ve been completely stunned over the years to see the degree of blatant copying that’s taken place. This has come, of course, from Apple’s direct competitors. Take, for example, the roughly 40 tablets that were announced at this year’s Consumer Electronics Show; the various Android-based phones, which look more like iPhone clones than not; and the app stores that have popped up to support every major mobile platform.
The most important finding was that for almost two-thirds of the brands in our study, their customer experience ranges from just “OK” to “very poor”. In fact, 35% of scores fell into the undifferentiated “OK” range — our most heavily populated bracket and not a good place to be if you want your brand to stand out from competitors. Only 6% of firms ended up in the “excellent” category, down from 10% of the brands in last year’s report.
What this tells us is that mediocre-to-bad customer experience is the norm, and great customer experience is really hard to find. But why does this matter? Because the old adage “A customer who gets good service will tell one person, yet a customer who gets bad service will tell 10 people” is very true. Another Forrester study shows that about one in three financial customers with a bad experience tells her friends, about one in five recommends that her friends avoid that given company, and one in 10 reduces their value of her accounts.
In mid-February, Augie Ray will be leaving Forrester to lead the social media efforts at a Fortune 500 company. I’m going to miss working directly with Augie. But at the same time, I understand why he’s taking this new role. The analyst job boils down to two amazing responsibilities: 1) Do courageous research; and 2) Apply your research to help a client. Every so often, while doing the latter, an analyst decides it’s time to move back to the practitioner world. I wish Augie the very best (i.e., thousands of positive customer reviews) as he creates and implements the social strategy for his new company.
For the past few years I have watched enviously as the Finovate online financial technology show has gone from strength to strength in San Francisco and New York. So I was thrilled to hear that Finovate was coming to Europe and today I was lucky enough to go along to the show in London.
For those of you who aren’t familiar with Finovate, it’s a fast-paced format with seven-minute live demos and pitches from 35 financial technology vendors. It’s produced by Online Financial Innovations, the people behind the excellent NetBanker blog.
Today The New York Times is reporting that Apple is changing its policy for allowing apps to deliver content that was paid for somewhere other than in the app where Apple would get a cut. This came to light when Sony was forced to explain why its iPhone and iPad apps were not being released as promised. This is important to illustrate clearly because this is not just about Sony. In fact, it is expected that Apple will apply this same policy to existing apps over the coming months. The most obvious target is Amazon.com's Kindle store, but we have no reason to believe it will stop with eBook retailers; instead, this policy should also affect magazines, newspapers, even videos and games.
This represents a shift for Apple. Going back to the iPod days, Apple only sold music because it helped sell iPods. When Apple added the iPhone app store, it allowed Amazon to add a Kindle app because it would only make iPhones more valuable to potential buyers. The same held true for the iPad. But now that the company has built such a powerful ecosystem of devices, content, and consumers, it appears Apple is eager to ensure it can collect any and all tolls along its proprietary highways. I note this with some irony because it was just three weeks ago that I praised Apple's surprising openness in a report explaining the iPad's rapid growth:
It’s a great pleasure to announce that Forrester has launched an online community for Market Insights Professionals today. This community will focus on the key business challenges that Market Insights Professionals face every day. The community is a place for Market Insights Professionals to exchange ideas, opinions, and real-world solutions with each other. Forrester analysts will be part of the community, helping facilitate the discussions and sharing their views, but it will be mainly your peers who post discussion topics and share their success stories, lessons learned, and best practices.
The community is open to all Market Insights Professionals, whether you’re a Forrester client or not. Join Market Insights professionals from companies like for example Verizon, Research in Motion, The Hearst Corp., Premera Blue Cross, and Tivo and see what your peers have to say on current discussion topics like:
The explosion of smartphones and tablet computers has companies frantic to build useful apps for serving their customers. Forrester agrees that companies should be building ways for customers to interact with them at the time and place that’s most relevant to them.
For eBusiness leaders, software app stores represent a new and disruptive distribution channel for PC and Mac software.
Three weeks ago, Apple launched its App Store for Macs, following in the footsteps of the hugely successful app store for the iPhone, iPad and iPod touch. With the new Mac app store, Apple is hoping to change the way Mac users discover, download and purchase software. At launch the store contained more than 1,000 apps, and Apple was keen to report an impressive 1 million downloads on the first day. For Mac users it’s a compelling story:
A convenient one-stop shop. Users can launch the app store right from the Mac dock, revealing a powerful set of discovery tools to browse and search the library of apps on offer. eCommerce best practices are employed throughout including search, faceted navigation, what’s hot, top sellers, favorites and customer reviews to create an intuitive discovery experience.
Frictionless purchase and install experience. Downloading and buying in the app store is a simple one-click process. By linking the checkout and payment process to users' iTunes accounts, Apple is able to streamline the buying process significantly versus a typical multipage checkout process common on software publishers' eCommerce sites. The apps in the Mac store have been packaged to comply with the Mac app install process, making the installation quick and seamless compared to the multistep install process common with most software.