What mobile strategy to adopt for 2013? By Grégory Pouy
As the months go by, we see more and more questions around mobile.
I have already had the opportunity to post it on my blog but brands (and often agencies) do not really know which way to take it.
However, it is clear that the mobile can completely disrupt business models because it replaces the camera, GPS, remote controls, wallet, cash register and so many other things …
What does it come out of?
1 Consider how mobile could help you remove friction
The best way to think about mobile is to understand how this tool could make life easier for your customers in the use and experience of your goods and services.
What more could you bring (no! Your catalog or ad or a way to buy your products via a mobile app is not necessarily relevant) to your customers or prospects?
2. Mobile payment is progressing slowly but surely
Mobile payment is still in its infancy and, moreover, a Brandalley study notes that 80% of purchases are abandoned at the mobile cart level (33% in physical stores). We must therefore find simple and reassuring solutions for the consumer.
Recently, it is Paypal which launched an iPad application allowing small traders to accept the credit card without having a payment terminal (the application already existed on iPhone).
Forrester believes that this sector will experience very strong innovations in 2013.
Typically, the launch of the start-up ScanPay who offers to scan your credit card by simply photographing it in order to make the purchase is one of them.
3. Mobile must be considered a strategic priority
For the reasons given in the introduction, it is urgent to think about the best way to consider the mobile for your industry, even if it means launching a new product as Nike has been able to do.
The problem should not be underestimated when groups as important as Mondelez International (formerly Kraft food) are now announcing that they are now positioning 10% of their global marketing budget on mobile.
This involves building a plan over several years and combining a wide choice of variables (immediacy, privacy, customer knowledge, location, etc.) in order to offer the richest experience possible.
4. Tablets require a whole different approach
We tend to put mobile and tablet in the same bag as a “mobile tool”. This is to forget that consumption is totally different since the tablet is used (even more than the mobile) at home and that it is often a screen that we share with 2 or 3.
According to Forrester, tablets will modify the first uses because even if the penetration is obviously lower than for smartphones, consumers tend to use them as a replacement for their computer.
Note also that according to the study by Forrester, the possession of a tablet is very correlated with age (rather among 18/34 year olds, already equipped with smartphones and rather wealthy).
5. Big data again and again
Obviously the mobile allows to go always further in terms of data and the quantified self (the fact of recording your own data via your mobile – Nike Plus type or other) is the best proof of this.
But data alone is not enough, you have to allow users to make intelligent use of it, which will allow you to get even more data from them and build a differentiator.
Nike FuelBand is a good example again (have you ever thought about the database the brand is building?) But there are plenty more.
This obviously implies that the differentiation between product, content and communication will be increasingly blurred.
It is therefore a matter of really investing in this new medium and no longer considering it as a simple additional channel, which, in the long term, may be harmful to you.
Keep in mind that 80% of branded apps are downloaded less than 1000 times – so it is very easy to go wrong and spend money wrongly.
Rather than delivering the issue to a single agency, it is necessary, at the very least, to create an internal think tank around the mobile issue by bringing together several types of people in the company. This will make it possible to have an overall strategic vision and to avoid projects that do not go in the same direction.
Forrester imagines the establishment of a “mobile manager” position in companies – in my opinion, this will not be true for most structures but could indeed be justified in some.