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Seven Shortcomings That Can Wreck Your Mobile Strategy

admin — Thu, 23 Sep 2010 08:08:25 +0000

Published 23rd September

The latest column post from our Managing Director – Martin Wilson - mSearchgroove; the leading source of analysis and commentary on mobile search, mobile advertising, and social media. Seven Shortcomings That Can Wreck Your Mobile Strategy – Not just saying whats wrong, but suggesting solutions.

Link to post on msearchgroove: Here

Column post

What are the pitfalls to watch when developing a mobile strategy? Why isn’t an app enough? What can you do to avoid the ‘iSyndrome’ that has blinded the industry to opportunities beyond the iPhone? Martin Wilson outlines the seven things you have to get right.

In one of my regular and lively chats with our very own Peggy Anne Salz, recently named one of the 20 people you must follow in mobile, we ended up talking about why mobile strategies – even those pursued by companies with the ideas and resources to do much better – crash and burn. We concluded that many companies deserve high marks for trying to ‘think mobile’, but their execution is mediocre at best.

The reason: they have become confused by the hype and the technology buzz surrounding this medium. It’s a myopic condition I now call ‘iSyndrome’ – alluding to our current preoccupation with all things ‘i’, including iPhones, iPads, iAds – and the list goes on.

I have struck a chord with this term – and the thinking behind it. Colleagues amplify it via Twitter and technology blogs. And Tomi Ahonen, considered by many (myself included) to be the mobile thought leader, has congratulated me for calling it like it is.

What is iSyndrome?

iSyndrome: a symptom, characteristic, or belief, that building an application = mobile strategy.

What are the signs?

Where you see individual and organisations following oversimplified mobile strategies focused on short-term results rather than long-term value, you see a company stricken by iSyndrome.

What is the solution?

There isn’t one. It depends on variety of factors including the nature of your business, your target audience/customer base and the priorities you have set in your business plan.

But we can say that a mobile strategy requires a company to do much more than transfer a fixed online service to mobile (squeezing content or services onto a small screen, for example). An app alone is also not the answer.

And choose your mobile platform wisely. And you will have to make choices because no company has the resources to develop for all the operating systems and flavours of mobile out there.

Consider the newest mobile numbers from comScore. In the U.K. the iPhone makes up about 4 percent of mobile devices in circulation (that’s if we count all the legacy Apple devices in the hands of users as well). Android has an even small piece of the pie. In fact, of mobile devices; some 70 percent accessing the mobile Web are not smartphones at all (!) In addition, some 62 percent of devices using apps are simple featurephones, not smartphones.

Mobile check-up

So, why the singular focus on smartphone strategies and apps? Peggy suggested that it could be a case of cognitive dissonance (seeing but not wanting to accept the facts) and challenged me to write a column that sets the record straight.

Having been personally involved in supporting the development, delivery and launch of mobile services for a number of organisations around the world – including Yell, DexOne and Trudon, to name a few – I know how difficult it is to be focused on what counts when companies and press everywhere are caught up in the search for ‘the next big thing.’ (Indeed, how can we even consider another technology leap as long as we haven’t solved usability, monetisation and the dozens of fundamental issues?)

It’s difficult to create a long-term strategy for mobile when everyone else is talking up short-term fixes.

But the requirement for balance and reason couldn’t be more urgent. Mobile is breaking on to the mainstream. The industry is buzzing with activity and conferences around mobile education, mobile health and mobile shopping are debuting to sold-out crowds. It’s not mobile content; it’s content. It’s not mobile commerce; it’s commerce. We no longer say e-business and soon ‘m’ will disappear from our industry vocabulary altogether.

This change is happening now – and companies can lead it or be crushed by it.

With this in mind I have identified seven problems that organisations must recognise and resolve if they want to develop solid mobile strategies that deliver lasting competitive advantage.

7 shortcomings

1. Thinking tactics, NOT strategy

Organisations invest in mobile without thinking it through. Because they aren’t clear about this vital detail they spend large sums of money in the process and rarely see returns. (Even worse, they create negative brand perception amongst consumers.).

Why does this happen? Decision making is being made based on hype and technology buzz. The organisation is failing to calculate the addressable market, understand the mobile environment, and meet consumer expectations.

Solution: View mobile platforms and devices as tactics to deliver your strategy, not just define it. The core service and foundation is the most important element to get right.

2. Setting aspirations, NOT expectations

Organisations state staggering mobile ambitions, forecast huge numbers of users for their services and expect immediate returns.

Why does this happen? Unrealistic targets run the risk of rapidly losing goodwill and support. The organisation is failing to lay down manageable objectives, define controllable approaches to market, and pursue good commercial execution.

Solution: Define realistic ambitions, factor in the barriers and challenges and map out routes to market and commercialisation.

3. Moving goal posts, NOT fixing scope

Organisations progressing mobile in a way that is open to product, cost and schedule slip from the outset.

Why does this happen? If it can slip it will. The organisation is failing to lay down a core scope, identify milestones and key deliverables, internal and external requirements and highlighting key risks.

Solution: Define a scope, based around a foundation, and stick to it. For those starting out a ‘foundation’ can evolve but should not ideally change, even in time. Tactical elements focused on actual execution – such as platforms and compatible devices – can come later.

4. Using any available resources, NOT the right ones

Organisations progressing mobile in a way that shows they may be led (in the wrong direction) by a key supplier, or forced to go internal.

Why does this happen? Mobile is a largely proprietary, fragmented and challenging environment. The organisation fails to deliver core components that work. Instead, features are sub-standard, services fall over on accessibility, usability or performance, and there is poor quality behind the execution.

Solution: Ensure you have the right resources available to meet your requirements. Consider relevant internal resources and external supplier(s) – multiple if needed. It is critical to get the basics right.

5. Managing ‘mobile’, or NOT, in the business

As an organisation begins to develop mobile is it amazing to see how many experts appear, how many individuals suddenly have a view and want to contribute.

Why does this happen? Scope and focus becomes a moving feast. The organisation experiences shifting ideals and sees core service offerings become diluted. Schedule and cost is impacted.

Solution: From the outset define an approach to engaging and involving the organisation and the right team of people, and stick to it.

6. Meandering path, NOT focused roadmap

Once an organisation delivers a mobile service it is surprising see many have not considered a roadmap, or lifecycle.

Why does this happen? Prioritising development and further investment becomes impossible. The organisation fails to evolve services to enhance the experience and offering. It is challenged to remain competitive and acquire/retain new users.

Solution: Think about a roadmap from day one. And factor in elements that did not make first releases, such as usability features, commercialisation and mobile platform and device fine-tuning.

7. Marketing vision, NOT a tangible plan

Service has been built, user and commercial objectives set and communicated. Yet many fail to define marketing plan and identify tactics that can deliver the numbers.

Why does this happen? Prioritisation of activity and defining contribution is challenging. The organisation fails to define an effective mix. Instead, it places resources on poor contributing tactics, relies on uncontrollable elements and – more than likely – under invests.

Solution: Build a marketing plan that combines tactics to realistically deliver your objectives. And work to achieve a balance that incorporates partnerships and places the necessary investment behind your ambitions.

The end-game is all about positioning. Mobile has already earned a centrepiece role in our everyday lives and now organisations are challenged to give mobile that same significance in their strategies. To achieve this, organisations must understand that mobile is not an app or a one-off solution. Then – armed with this knowledge – they must execute strategies that deliver positive results.

Success requires focus, balance and a big-picture view. Several surveys, including recent research from the Association for Interactive Media and Entertainment (AIME), the Internet Advertising Bureau (IAB) and the Interactive Media in Retail Group (IMRG), point out that companies lack the knowledge, understanding and experience to implement or integrate mobile in a meaningful way. Specifically, the organisations, which surveyed of 140 marketing professionals from the retail, advertising and mobile service sectors in the U.K. to understand the attitudes and opportunities around mobile retail, concluded that consumers in the U.K. may be embracing mobile commerce faster than companies can respond.

It’s a gap retailers and companies across all sectors are well-advised to fill through partnership with companies and individuals with the expertise to accelerate their mobile strategy.

Double Digit Growth of Local Mobile Usage, but what are the Traditional players doing about it?

admin — Thu, 29 Jul 2010 14:47:53 +0000

Published 29th July

Study Shows Double Digit Growth of Local Mobile Usage, Unlocking Access to Younger, Wealthier, On-the-Go Consumers

“A US report published today by Comscore and the Yellow Pages association has shown that Consumers looking for local businesses are increasingly turning to their mobile devices to access Internet Yellow Pages and local sites, while similar local searches performed on personal computers grew at a steady but slower pace.

The number of mobile subscribers accessing business directories on a mobile phone increased 14 percent year-over-year to 17.3 million users in March 2010, extending the reach of Internet Yellow Pages beyond just the personal computer. This increase outpaced 10 percent growth in the number of mobile media users who browsed the mobile web, used applications or downloaded content during the same time period.

“Mobile offers significant opportunity, both for consumers who need convenient and reliable sources of local information on-the-go, and also for local search providers that are making this content available in new and innovative ways,” said Neg Norton, president, YPA. “Yellow Pages and other local sites that have a legacy for providing trusted local business information via print directories and Web search tools are best poised to take advantage of this phenomenally versatile and interactive media. Mobile allows them to extend Internet Yellow Pages to consumers wherever they are.”"

The greatest challenge for many traditional media organisations is that they simply do not understand how they can open the mobile channel and get it to start paying dividends. Although they are the best placed to commercialise and win big, many are simply not developing the foundation required to succeed - most seem like rabbits caught in a cars headlights, bamboozled by technology and swayed by the seeming ‘cool’ factor. For many knee jerk tactical development has usurped strategy - this will cost dear in the long term (a grave mistake as they have discovered in the fixed online environment) unless they start taking steps to rectify now. Mobile does not have to be the same as the fixed online environment.

Not surprising is the next part of the study – Mobile browsers are the most common method to access services, what is more surpising is the massively dispropotionate expenditure being directed towards the development of applications. WHY? Again I can only suggest a knee jerk reaction (see iSyndrome – why limit your slice ofthe pie?). Organisations need to be thinking about adopting a balanced approach, one that will enable them to capture users and importantly retain them in the long term. The highly fragmented approaches that many have adopted this is going to be very challenging to do in a cost effective way.

“Apps and Mobile Browsers Clock in Growth

Mobile browser was the most common access method for users, with 10.8 million subscribers in March 2010 and 21 percent year-over-year growth. But even as the browser remained the most used mobile feature for access, apps grew at a more rapid pace with 42 percent year-over-year growth, totaling 4.1 million subscribers in March 2010.”

“Mobile Users Are Desirable Consumers

The comScore study finds that mobile media attracts a highly desirable consumer segment for advertisers. Mobile usage of business directories unlocks a younger, wealthier user base to advertisers. According to the report:

58 percent are 34 or younger.
Over half have a household income in excess of $75,000.
The number of people accessing business directories on a mobile device at least once per week increased more than 16 percent year-over-year to nearly five million in March 2010.

Mobile users also access content that is attractive for many advertisers. Mobile users who access business directories are three and half times more likely as the average mobile media user to access women’s magazine content, health information, real estate listings, and job listings via their mobile devices.

Local Search on Personal Computers

As local mobile grew double digits, local searches on personal computers saw single digit growth year-over-year. Searches on Internet Yellow Pages and portal sites increased 4 percent to 444 million in March 2010, or 5.3 billion annually. The overall universe of core web search — where users search for any kind of information on a major Internet search portal like Google or Bing — increased 8 percent to 15.4 billion searches in March 2010, or 187.3 billion annually.

Diving deeper into personal computer usage, people access Internet Yellow Pages and local online sites in a number of ways. Some visit Internet Yellow Pages sites directly by typing in the URL or with a bookmark, while others access Internet Yellow Pages through feed from other sites such as Google and Yahoo. Traffic to Internet Yellow Pages from these web search sites increased three points from the first quarter of 2009 to the first quarter of 2010, to 44 percent of visits. Direct traffic also increased over the same time period, up four points to 32 percent, while referrals from affiliate sites (advertisements, e-mail marketing, and other partner sites) decreased six points to 25 percent.

“What’s incredible about the growth in local search is that, even during a time of recession when many consumers reined in spending, the need to find a local business certainly didn’t go away,” said Norton. “Whether it is on a personal computer or a mobile device, consumers have more media choices than ever to find a product or service when they are ready to buy. Advertisers should be considering a multiplatform approach that combines a print, online, and mobile strategy designed with their target consumer in mind.”"

The oportunity is clearly there - literally staring Traditional media owners in the face - the reality is that many will simply not capitalise as they do not understand or see that mobile is very different to what has gone before. They need to get experienced players in that can help them lay down the strategic foundation and cut through the tactical distractions.

At Indigo 102 we specialising in bringing out the realities – communicate the benefits and risks – at the early stages. We work with organisations to build mobile strategies that deliver value over time and develop services that are sustainable. If we can support you to invest wisely and establish a sustainable mobile platform get in touch (martin@indigo102.com).

M-publishing, a future for media owners…

admin — Wed, 02 Jun 2010 13:26:33 +0000

Published 2nd June

Yesterday Camerjam events hosted another great mobile service focused conference. The event titled ‘M-publishing’ focused on the future of publishing in the mobile environment.

The event opened with a great key note from the effervesent Jonathan MacDonald. Below:

The future of publishing June 2010

As you can imagine there was a lot of talk about applications, I don’t how many times the iPhone was mentioned (a lot). I sat on a panel talking about the iPad, a core question – would the iPad market change the publishing industry?

In short NO - publishers are the ones that will/should change the industry not a device! Why? - relying on traditional models will simply not work in mobile the business approach and mentality needs to change, and fast. I have previously written about: Real Reasons Why Traditional Media (& publishers) Can Really (Still) Win Big In Mobile.

Following on from yesterday there were a lot of topics covered, different approaches spoken about; native applications, web applications, paywalls, freemium, advertising… there were also some areas that were not really addressed, context (service and advertising), hybrid applications, user retention… I felt compelled to share some thoughts.

My advice to media owners and publishers when progressing a mobile strategy:

First of all: Mobile is a proprietary environment that is emerging and fragmented – there are NO right answers! There are methods to approaching mobile that will enable you to build a sustainable foundation and trial elements that establish the right strategic approach for your business. Having defined, delivered and successfully taken to market mass audience services in three continents there are many challenges and barriers that organisations need to understand. There are some methods that you should not use to approach the market. (See: Mobile: Why Run before you Walk…). Start point:

Core principles when thinking mobile

MOBILE is another channel but it has very different characteristics to fixed online

Reality of mobile – device is very personal, lifestyle orientated, user is paying (or percieves to be), no-one ever reads a manual, device is generally difficult to use (relatively poor interface)…
Consumers when mobile – typically want something, immediacy is often critical, relevance is key, pulling information is not an issue, actionable is a pre-requisite…

MOBILE = COMMUNICATION & SOCIAL (Both natural parts of our life)

Offer – unlikely we will find a new use for our mobiles so more than likely any service or product has to dovetail in to our existing habits and activities and offer value (or fun)

PRESENCE = LOGICAL, RELEVANT & TRUSTABLE (The ’how’, ’why’ and ’what’ is so important)

Why? – Why are you interesting in mobile and why is your offer relevant to a mobile user (not just because it is a big audience!)
What? – What do you want a consumer to do as a result of interacting with your service
How? - A common mistake that many make is to focus on the device or platform - iPhone, Andriod and now iPad etc. – tactics come into play as you consider execution, not from the outset.

Thinking tactically is fine if you wish to progress a niche path into the market – or develop a showcase service. If you wish to establish as strategic foundation this can be fatal. Don’t get caught up in the hype and technology. (See: ‘iSyndrome’ – Why limit your slice of the pie?)

ENGAGEMENT = ATTRACTIVE, FUNCTIONAL & EASY TO USE (Services have to offer utility and deliver results)

Features – Can add value or create barriers (i.e. some carriers/operators in the require applications to be individually signed if they use device features like PIM (contacts book)
Retention – Roadmap and adding new features/funtionality is important otherwise users will not comeback (See: Flurry of stats paints shocking picture of Application loyalty)

DISCOVERY = ACCESSIBLE, COMPATIBLE & PERFORMANT (Steps simply represent barriers)

Approaches – Re-directed, Leveraged, dedicated, unchartered, in-direct (each can play its role)

REPORTING = KNOWLEDGE, COMPARISON & EVOLUTION (Everything in mobile is potentially measureable)

Metrics - distribution, in-service activity, campaign tracking

REVENUE = RELEVANT, INFLUENCING & ACTIONABLE (Everything should firstly deliver value)

Key is to understand limiting factors – potential barriers – from the outset develop a mobile approach that can be controlled by the individual organisation and built from a consistent foundation, not one reliant on or constrained by third parties. Get as much out in the open from the start! Think about the market – not individual devices and platforms – think about the consumer and the offer.

10 things you absolutely have to know about mobile applications right now!!

admin — Mon, 07 Sep 2009 14:59:43 +0000

Published 7th September

I have just been sent over a list of the top 10 things you need to know about mobile applications, compiled by the IAB (Internet Advertising Bureau). I believe they are spot on and typically what I preach as such I felt the need to share:

1. Only do apps when you need more. Compared to browsing, mobile apps offer a richer level of user interaction allowing more complex graphics, media and information to be presented. They also provide a more robust and secure environment for user engagement. But, if you can deliver what you are trying to achieve through a browser you will be able to reach far more consumers. Jeremy Copp, CEO, Rapid Mobile Media Ltd

2. Tell people about your app. Don’t just rely on app stores, you can distribute apps via mobile sites, operators and through multiple ad placements and formats for maximum impact and reach. Theo Theodorou, EMEA Sales Manager, Mobile Advertising, Microsoft Advertising

3. Think further than the iPhone. The iPhone offers fantastic functionality for developers and users alike, and apps developed for the platform are eminently PR‐able, and are often shared virally. It has a fast growing user base, and reaches relatively wealthy 25‐44 year olds who actively use mobile media very well; but also developing a java version, optimised to work over a wide range of handsets including BlackBerry will give you a far greater potential reach. Mark Angell, Business Development Director, Marvellous

4. Getting the balance right. There are 2 fundamental balances to achieve. Firstly, business objectives vs user needs‐for the application to be effective the business needs must carefully consider the user as well as commercial objectives. Secondly, the three E’s (Engagement, Entertainment and Effectiveness) ‐functional apps often outlast the usage of entertainment based apps. Paul Taylor, Strategist & Planner, COI

5. The average app user. There are 8.7 million people who have used a downloaded app in the UK which is 18% of mobile users. 60% of these users are playing games that they have downloaded. The median age of an apps user is 32 years old and 43% are female. 36% of app users own smartphones compared to 15% of the total market. Alistair Hill, Analyst and Mobile Products, Europe, comScore

6. Brand‐building vs sales. Free applications get the most downloads, where as paid‐for applications generate revenue. Knowing whether you are branding or selling is a key point when launching your first application. Ross Butler, Creative, Parrott and Miller

7. Product longevity is essential. Every service needs a roadmap, no matter how basic. Customers will quickly get bored with a uni‐functional app which has no new features or capability added over time. By adding functionality as time goes on you can create brand advocacy. Christian Harris, CEO, Gorilla Box

8. Send them in the right direction. Ads in existing applications are a great place to advertise, but make sure that the destination site is optimised for mobile. If you don’t then you risk low conversion and a poor perception of your brand. Jonathan Abraham, Brand Sales Director, AdMob

9. Test, Test and Test again. If a customer can access it on their handset it needs to work. If it doesn’t it will do more damage than good to your brand. Invite feedback and always read customer reviews (don’t just ask friends to write them!) to ensure you’re meeting the needs of your consumer. Oliver Newton, Head of Emerging Platforms, i‐level

10. Be on brand. Just like with any form of communication ensure that your app is ‘on brand’. Tone of voice, brand values, message, production values and brand fit are essential in making a great brand app. Kieron Matthews, Marketing Director, IAB