Mobile messaging apps are super-hot, but it’s still early days for monetization. WeChat, the largest mobile social platform in China, has been focusing on building a large user base globally and maintaining stickiness by upgrading its functionalities constantly. With the strong support of Internet giant Tencent, monetization is not an urgent concern for WeChat yet, but it has paved the way for many monetization options.
There are three options that could work well in monetizing WeChat:
Mobile gaming. Online gaming is Tencent’s best strength and the primary source of its revenue, so it’s natural for the Internet giant to want to transfer that strength to mobile. For example, when Tencent launched its first WeChat game, the Candy Crush-like Tiantian Ai Xiaochu, it soon became the most downloaded game in the app store. In-app purchases in games will become an important money generator for WeChat.
Mobile commerce and payments. Selling products on the WeChat platform is not new; last year, local smartphone brand Xiaomi sold 150,000 units in 10 minutes on WeChat. But with the successful launch of the new WeChat Payment service and its cooperation with JD.com, China's second-largest eCommerce player, mobile commerce and payments will soon become scalable on WeChat.
Forrester has written about enterprise marketing software (EMS) for almost a decade and in the course of that 10 years, there are a meager two things that have stayed the same: 1) the name and 2) the fact that we're talking about technology marketers use. Beyond that, the EMS space has undergone enough major change to be almost unrecognizable from earlier renditions. To that end, I just published a new/old report called "Let's Revisit The Enterprise Marketing Software Landscape (Again)" that builds on our existing years of research but offers a significant makeover to the categories and how we think about the components of the marketing software technology stack. Where used to put capabilities into four pretty traditional buckets — marketing management, brand management, relationship marketing, and online marketing — now we offer four new buckets, based on our contextual marketing research. The four new categories are interactions, analytics, insights, and automation.
In the report, I lay out what today's contextual marketer needs to do her much more complex job and therefore what she seeks in her technology. I also offer a lay of the land for a space that continues to change radically and rapidly. The report also highlights the core capabilities the vendors in each of the four categories provide today — and some of the areas on which they need to focus to really stand out for marketers.
Give it a read and then let me know what you think of our categories and how you're sourcing all of these capabilities in your marketing org today. Enjoy!
A lot of the articles on this talk about why it "makes sense" (the typical after-the-fact justification that journalists do). Once you get past the dining puns in the headlines, you learn that the merger makes sense because Priceline sells mostly outside the US and OpenTable mostly within the US -- so they can target each other's customers. Or it makes sense because Priceline can sell restaurant reservations to its travelers.
These justifications are all true, but allow me to propose a different justification. Imagine for a moment that the world is undergoing a mobile mind shift -- and that mobile moments are becoming more valuable. OpenTable has dominated the restaurant reservation moment. You can be anywhere, decide to make a reservation, check reviews, and book a table in a moment. It's a perfectly suited task for an app, and the OpenTable app is perfect for it.
OpenTable has also cleverly embedded itself into restaurants -- many of them use its system to manage reservations, even as their customers use it to make reservations. I don't know if there is a restaurateur app from Open Table, but there ought to be. Why not manage the reservations on your mobile device as well?
From Time Warner and Comcast to AT&T and DirecTV, corporate mergers appear to be the latest tactic in winning the battle for market share and driving innovation. From a business perspective, the strategic advantages of such mergers may be clear — but what do these changes look like from the consumer’s viewpoint? To understand consumer reaction to the latest series of merger announcements, Forrester leveraged its Technographics360 approach of linking multiple data sources to give a holistic view of consumers. Specifically, we tuned into online chatter with our social listening platform and engaged our ConsumerVoices market research online community for this analysis.
According to the data, consumers associate mergers with increased costs, fewer opportunities for choice, and decreased product and service quality. While a few individuals appreciate the potential for innovation that mergers might afford, the prevailing sentiment is uncertainty:
The fact that individuals are wary of these corporate mergers partially stems from the timeless truism that “people are afraid of change.” To mainstream consumers, a large merger suggests a loss of customer control and greater uncertainty; according to the Harvard Business Review, these are the top two qualities that underpin a fear of change.
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.
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.
In the age of the customer, companies must transform their cultures from product-centric to customer-centric. But that is easier said than done. Customer centricity requires all employees to understand who their customers are, how customers perceive their interactions with the company, and the roles employees play in delivering the overall experience. Customer experience (CX) rooms — immersive, interactive spaces that help employees better understand customers — have emerged as a powerful new tool for bringing customers and their journeys to life for workforces. Done well, CX rooms inspire empathy and understanding among employees and help build customer-centric cultures.
Firms create CX rooms to help employees understand the current customer experience their company delivers and to better understand the intended experience the company wants to deliver. The CX room that Ingrid Lindberg, chief customer experience officer at Prime Therapeutics, created at a previous employer demonstrated how complicated it was for customers to know which of the company's many phone numbers they should call or which of the firm's many websites they should visit.
Today, Nokia’s HERE just announced it plans to acquire Medio Systems, a Seattle-based company that is a pioneer in the emerging field of real-time predictive analytics. I met Medio founder and CTO, Brian Lent, a couple of times in the past few years and have always been impressed by his vision of what analytics would become.
Such an acquisition will help HERE and then Nokia Networks and Technologies deliver more contextualized and personalized experiences by adding smart data to its location intelligence capabilities.
At Forrester, we believe that to embrace the mobile mind shift, companies will have to serve customers in their mobile moments. To do so, they must anticipate their customers’ next likely actions. Already, almost 1 in 4 smartphone users expect their mobile experiences to change based on their location.
According to Nokia, it could, for example, mean delivering individual restaurant recommendations to someone ready for lunch, giving drivers routes that match their driving style based on real-time conditions, or helping businesses personalize their customer offerings.
To be able to deliver these experiences and engage with customers in real time, marketers will have to think about mobile not as yet another digital channel but as a catalyst for business transformation. To do this, Forrester believes they need a business discipline to win in the mobile moment by implementing what we refer to as the IDEA cycle, by:
• Identifying the mobile moments and context.
• Designing the mobile engagement.
• Engineering platforms, process, and people for mobile.
I’ve been covering the sales enablement space here at Forrester for six years. While the concept is certainly more common than it was “back in the day”, I’m not really sure we as a community have a lot of clarity about how to get various Marketing, Human Resources, IT, Finance, and Sales groups on the requisite same page required to drive the desired effectiveness and efficiencies of most sales enablement initiatives across the selling system.
The problem today? Sales is Getting Too Much Well Intended Help and Not Enough Real Support
One of the important realizations that we continue to illuminate for business leaders is that when all of these groups are working independently to support sales, a tremendous amount of uncoordinated, redundant, or conflicting investments are made. Corralling these “random acts of sales support” is job #1 of any strategic sales enablement initiative…but how do you determine whose efforts are the random ones? Whether you are in a small or large organization there are many different people are certain they know what salespeople need to be successful, resulting in an avalanche of sales enablement deliverables, but few real results.
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: