At the beginning of the year in our yearly mobile predictions report, my colleague Julie Ask and I made the following call: "mobile will affect more than just your digital operations — it will transform your entire business. 2014 will be the year that companies increase investments to transform their businesses with mobile as a focal point". McDonald’s France is a great example of such a trend.
In France, you can now order a Big Mac anytime, anywhere on your smartphone, tablet, or desktop and pick it up later at any of 1,200 McDonald’s restaurants. But mobile ordering and in-store pick up are just the first steps of a broader and more ambitious strategy: differentiating McDonald’s brand experience and powering a future relationship marketing platform by enabling direct behavioral customer insights. Although it started with a mobile ordering and payment app nationwide, McDonald’s France aims to transform all points of customer engagement by building a platform to extend new services to loyal customers and evolving the entire organization.
Despite a less mature mobile ecosystem and lower mobile usage than in the US, McDonald’s France was the first subsidiary of McDonald’s to launch a mobile ordering offering at scale. Such an ordering service is only at pilot stage in the US. France is McDonald’s second-biggest market after the United States, with €4.35 billion in turnover in 2012. Most other countries had piloted mobile payments so far. With more than 16 million members, McDonald’s Japan mobile couponing and in-store contactless payment services is the only other mobile service for McDonald’s (and the vast majority of brands) that has scaled massively, but it does not yet offer the same value.
My latest report, 5 Steps To Create And Sustain Customer-Centric Culture, is now live on Forrester.com. The report answers the question I hear most often from clients: What are the steps in the process to actually transform organizational culture to be customer-centric? We interviewed companies that have successfully completed this transformation, and companies that are in the midst of that process right now. We learned that there are five steps companies must take to create and sustain customer-centric culture:
Step 1: Secure Executive Support (No, Really). We do not want to sugarcoat this step. Customer experience professionals who don't already have commitment from their executives need to either get it or give up their hopes of transforming their organization's culture. Every successful transformation we studied began with a customer experience epiphany by a CEO or COO. If that realization hasn’t happened yet, CX pros can help create the spark of inspiration with executives. For example, Brad Smith, the Chief Customer Officer at Sage North America, established a program where executives sign up to spend time in the call center or join sales teams on customer visits. And he created a new leadership routine of bringing customer stories to their monthly meetings. His goal was to get senior leaders to see the importance of customer focus.
If you think Big Data is something only B2C marketers need worry about, you’d be wrong.
As business buyers turn to the digital world to help them explore and solve pressing business problems, marketers will find that the data needed to propel their firms into the digital future is increasingly big.
The challenges we face in closing the gap between the amount of data available and our ability to get value from it are equally big. Nevertheless, to become customer obsessed requires understanding your buyers much better and data is the key to that understanding. During Forrester’s Forum for Marketing Leaders last week (the link here is to the one coming up in London - where I'm presenting the topic again), I told B2B marketers that it’s time to make a date with their big data destiny.
My colleague Brian Hopkins believes that - to exploit the business opportunity hiding in big piles of data - marketers must understand that data is increasingly:
Diverse, making integration costly and complex. Look at the data pouring out of smart devices, wearable computers, sensors, social media, video, etc. and it’s easy to believe that 90% of all data has been created during the past 2 years (according to the US Chamber of Commerce and Norway’s SINTEF ITC.)
As digital marketers, we know the importance of tracking, measuring, understanding, and meeting customers’ expectations at their preferred interaction points. We have convinced our budget masters of digital intelligence’s importance to the business as a whole and our spend on digital measurement and marketing technologies continues to increase—exciting vendors and enticing new ones to continually improve products.
But despite this increased investment in technologies, the same stubborn problem remains: different teams are working with siloed data sets while failing to understand and delight the customer across a variety of digital touch points. Why? Because while technology has provided the pieces for digital marketing, these pieces have not come together to deliver completed suites. Achieving this suite goal requires more than just an investment in technology; it requires a considerable effort and a strategy supported by executives that:
Recognizes the multi-channel digital customer experiences firms wish to project using customer insights
Realigns teams and processes to for better cross functional cooperation
Builds skills set and focuses more investment in staff and partnership
Facebook today announced a new optional feature– the ability to see which friends, or friends within a created group, are nearby. The social network is smartly looking to better serve its members who have made the mobile mind shift, expecting to get what they want in their immediate context and moment of need. In this case – knowing when a friend is nearby.
Prviacy will be a concern with this feature, but users are protected by opt-in’s and by only mentioning how close someone is, not their specific location. Connecting directly in person requires a number of steps including messaging and permission. A few thoughts:
1) This isn’t original, but Facebook has a better shot at success than the original services.
About 10 years ago, Sam Altman started a company called Loopt that he sold about two years ago to Green Dot for $43.4M. It started out as friends connecting, but eventually needed to make money. Mobile advertising wasn’t a big market 10 years ago – in fact, it is still somewhat small today. But Facebook has two key advantages now: first, they have more than one billion users so they don’t have to recruit (and many of my friends will already have the app on their phone). Second, they don’t have pressure to make money near term. Facebook will win if even 5% or 10% of their members adopt.
Farhad Manjoo says "The Future of Facebook May Not Say ‘Facebook’" in the New York Times. Read the article, because it clearly points the direction for the future of Facebook (and of nearly everything else). From the article:
“What we’re doing with Creative Labs is basically unbundling the big blue app,” Mr. Zuckerberg said in a recent interview at the firm’s headquarters in Menlo Park, Calif.
In the past, he said, Facebook was one big thing, a website or mobile app that let you indulge all of your online social needs. Now, on mobile phones especially, Facebook will begin to splinter into many smaller, more narrowly focused services, some of which won’t even carry Facebook’s branding, and may not require a Facebook account to use.
In retrospect, this was inevitable. Here are two reasons why.
I have just returned from our Forum For Marketing Leaders in San Francisco, and am now looking forward to being the host at Forrester's Forum For Marketing Leaders in London (May 13-14). Our analysts are excited to share with the European audience our latest Forrester thinking on brand-building in the post-campaign era and how to balance achieving business objectives whilst delivering highly contextual, real-time customer value. We will be joining forces with key industry keynote speakers such as Kristof Fahy, Chief Marketing Officer at William Hill, Amy Nelson-Bennett, President at Molton Brown Global, and Francesca Nieddu, Managing Director, CRM and Sales Planning, Intesa Sanpaulo.
As we make our final preparations for the event, I caught up with Francesca Nieddu from Intesa Sanpaulo about the marketing opportunities and challenges specific to retail banking. Here's what she had to say:
Q: Retail banking marketers aren't typically known for being customer-centric as they tend to focus their marketing efforts around products. What was the biggest barrier you faced as you attempted to pivot?
I’m writing this on the train. On my iPad. Connected to the internet (albeit intermittently, thanks to the occasional tunnel) while trundling through the British countryside. I booked my ticket online with Expedia. I used the Trainline app to check the most up to date timetable info just before I left the office. Digital is enhancing my journey. Making it easier.
Every single one of my fellow travelers, with the exception of the sleeping Hipster opposite me, has immersed themselves in their own digital worlds. They tap the screens of smartphones. They watch movies on their tablets. They type meeting notes on their laptops.
The world has gone digital.
But that’s not a surprise, right? Digital is a boardroom topic these days. C-level executives who barely had the faintest notion of what “digital” was a few years ago are waking up the threat that digital disruption poses to their business. Spurred on by apocryphal tales of iconic brands who flushed their futures down the digital toilet, they are facing the reality that their businesses need to take digital seriously.
But here’s the kicker. While senior executives in many firms may now understand the importance of digital for their firm’s survival, few know what to do about it.
At Forrester, we recently ran one of our largest ever global executive surveys in partnership with Russell Reynolds. We asked firms about their digital strategies. Here’s what we found:
Seventy three percent of firms that think they have a digital strategy. If this sounds high, that’s because many of these firms are mistaking the fact that they have a website, or a mobile app, as having a digital strategy.
It’s true; the mobile advertising opportunity is huge. With nearly a third of the world’s population toting smartphones, today’s mobile audience is sizable, always addressable, and can be reached with hyper-targeted messages based on mobile data. So it makes perfect sense that marketers, agencies, and ad tech vendors are turning their attention to mobile ads.
But when we look past the excitement in this market we face the reality: It has a long way to go — just because the mobile ad market is growing doesn’t mean that it’s working as well as it could be. Why is this? Well, the marketplace is still evolving and in flux, and there is a lot of deferring to familiar desktop thinking from marketers, agencies, and ad tech vendors. This poses one glaring problem: It completely overlooks the uniqueness of the mobile experience.
The time has come to rethink your mobile ad strategy, and here’s our advice: Divorce your mobile strategy from desktop and focus on integrated, personalized experiences. Here are some steps to help as you go:
Accept that mobile advertising is different. Your mobile customers are fundamentally different than your desktop customers — they are task-oriented, using a smaller screen, and demand that their mobile experiences be immediately actionable, simple, and contextually relevant to them. If your mobile customer is fundamentally different, shouldn’t your ad strategy be, too?
Google acquired Nest for billions, and then Facebook spent several more billion on Oculus VR. We’re only a few months into 2014, and already billions have been spent by some of the world’s largest digital players, with each of these companies eager to own the next big thing. Mobile is right here, right now, but everyone knows that very soon, there will be something else. But what else?
In the battle to find and claim the next device that everyone will want, these companies will soon realize that next big thing is not a thing at all: It’s your voice.
Voice control suffers from the same things plaguing augmented reality or virtual reality: It has been around for so long that we think we know what it is. Any fan of Star Trek: The Next Generation knows that voice control involves invoking an invisible computer with a command, “Computer,” followed by a query, “How many Klingons does it take to screw in a light bulb?” Maybe that’s a question you don’t want the answer to, but the computer — as voiced by Majel Barrett in the TV series — would know it.
It’s possibly a long history of popular depictions of voice control that made us collectively show so much enthusiasm for Siri when Apple first debuted it in 2011. It’s also partly to blame for why we quickly turned on Siri, declaring her soothing semi-robotic tones to be merely amusing at best or irrelevant at worst.
When Microsoft recently announced its long-rumored Cortana voice service for Windows Phone 8.1 as a catch-up to both Siri and Google Now’s own voice interface, the interest was modest, perhaps because if Siri hasn’t changed the way millions of Apple users use millions of Apple devices, how can Microsoft initiate a wave of behavior change when it has so few Windows Phone users?