Mobile Business Forecast for Marketers

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Brands are building up their mobile presence - comprised of apps, websites, and app stores - with the goal of interacting and engaging with consumers across every touch point. But why have relatively ...

Brands are building up their mobile presence - comprised of apps, websites, and app stores - with the goal of interacting and engaging with consumers across every touch point. But why have relatively few brands effectively mastered the mobile channel? Find out in a report detailing survey findings of 1,000+ mobility influencers across the US and UK. We uncovered how much brands are investing in mobile projects, what their mobile priorities are and what frustrates them about mobilizing their businesses.

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Mobile Business Forecast for Marketers Mobile Business Forecast for Marketers Document Transcript

  • Executive BriefMobile Business Forecastfor Marketers 2012Brands are currently engaged in a mobile arms race. A few yearsago most companies had a single app, or none at all. Today, theyare releasing apps as fast as they can come up with new marketinginitiatives. A few years ago, mobile websites were seen as a nice-to-have; today they are an acknowledged necessity. All across theworld, brands are building up their mobile presence — comprisedof apps, websites, and app stores — with the goal of interactingand engaging with consumers across every touch point. But whyhave relatively few brands managed to effectively master the mobilechannel? To find out, we interviewed 1,000 active decision-makersacross businesses large and small in the US and UK, and we askedthem to answer the questions that matter most to marketers. Weuncovered how much brands are investing in mobile projects, whatexactly they’re investing in, and what frustrates them about mobilizingtheir businesses. In short, we found out everything about this mobilearms race that brands are facing — can you afford not to read on?Published June 18, 20121 Xxxxxxx xxxxxxxxxxxxx
  • Executive BriefEver since the launch of the first iPhone, consumer demandfor apps has been like rocket fuel in the engines of themobile revolution.From network operators to handset manufacturers to content publishers and creators to brands, everyonehas benefited from a format which owes its meteoric rise to the diligence of Apple and the brilliance ofthe late Steve Jobs.Mobile websites, optimized for small-screens and the low bandwidth associated with wireless internetconnectivity, have been adopted at a more gradual pace. Today, developing a mobile website is high onmost brands’ to-do lists, but it was apps which blazed a mobile trail for them in the months and yearsfollowing the opening of the Apple App Store on July 10, 2008. Smartphone technology conquered theboardroom and apps had their moment as the most prestigious marketing asset around.As a consequence of this trailblazing, the majority of brands have now embraced apps fully; a reportreleased by app store-focused analyst house Distimo in Q4 2011 revealed that 91 percent of global 91% of global brands havebrands have a presence in at least one of the major app stores. Moreover, Distimo found that the brandsthey surveyed had each released an average of 16 apps. a presence in at least one of the major app storesAs for mobile websites, a  recent eConsultancy report suggested that a  third of companies have onecurrently. However, that proportion is set to grow significantly in the next 12-18 months (as this report will – Distimo, 2011show), and there is widespread industry acknowledgement that there is huge demand from consumersfor mobile-optimized browsing experiences.These figures, and the sheer number of apps in the two largest digital stores (well over 500,000 in theApple App Store and more than 450,000 on Google Play, formerly Android Marketplace), demonstratethat business-to-consumer mobility has come a long way since 2008. However, a qualitative assessmentof the space tells a very different story about its maturity.Earlier this year, Pew Research published the results of a study carried out for its Internet & American LifeProject, which suggested that 2 out of 3 smartphone users open only 5 or fewer of their apps on a weekly 2 out of 3 smartphone users openbasis. A similar research project conducted by mobile analytics firm Localytics in early 2011 found that1 in 4 apps are used only once before being discarded. Both of these studies exposed the fact that only 5 or fewer of their apps ona significant proportion of consumer apps have little or no longevity. a weekly basisSimilarly, although mobile website development is on the rise, research has shown that securing – Pew Research, 2012attention from mobile consumers is about more than just having a mobile presence — it is abouthaving an effective mobile presence, and that is something many brands have failed to achieve as ofyet. A recent report from eMarketer found that the functionality offered by global brands’ mobile sitesfell far behind that of their regular websites and left “much to be desired.”2 Marketing Mobile Business Forecast 2012
  • Executive BriefThe question is, why do so few of the apps and mobile websites deployed by brands have true ‘stickingpower’? Or to put it another way, why are brands finding it so difficult to develop mobile content which The functionality offered by theis discoverable, engaging, reflective of their brand and, most importantly has a noticeable impact oncustomer loyalty? mobile websites of many global brands falls far behind that ofThe short answer is that their approach to the space is often times tactical rather than strategic; the their regular websites and leavelong answer relates to the way in which those businesses and brands procure their apps and mobilewebsites. Frequently, the first step many brands take is going to their advertising or digital agencies much to be desiredto handle the design and maintenance of the projects in question. This approach means that brands – eMarketer, 2012end up with little creative control or management capability over the mobile assets they have investedin. Furthermore, apps developed through third-parties in this manner are rarely well integrated withCRM, back-end e-commerce, or internal analytics systems. Without reference to comprehensivein-app analytics, marketers are hamstrung when it comes to measuring and improving their mobileofferings, and their marketing champions within organizations are unable to develop a business casefor deploying more holistic, longer term solutions. Even where in-depth analytics are built into appsby agencies, the cost of updating the app in line with feedback from usage data is prohibitive andlengthy.As this analysis suggests, branded apps and websites may well be proliferating fast, but the marketis far from reaching maturity and brands have a long way to go in leveraging the real opportunitiesopened up by mobile.In early 2012, Antenna commissioned business research specialists Vanson Bourne to interview1,000 IT and business decision-makers (a quarter of them in sales and marketing). The researchreveals the capital that brands will be investing in mobile projects in the next 18 months, the typesof mobile development they’re undertaking, and the difficulties they’ve faced in getting consumersto make use of their mobile assets. This whitepaper will explore the results of this research, what itmeans for marketing and sales professionals, and how the business-to-consumer mobility space canbe brought to maturity.It is an important topic. Nobody, from the network operators to the handset manufacturers to thecontent publishers and ultimately the brands, wants the rocket fuel to run out...3 Marketing Mobile Business Forecast 2012
  • Executive BriefThe Antenna Mobile BusinessForecast 20121. Who, What, Why?In January 2012, Antenna commissioned business research specialists Vanson Bourne to poll 1,000IT and business decision makers including sales and marketing professionals on their mobile projectexperiences to date, as well as on their future plans for the channel. Percentage split of US vs UK ofThe aim of the survey was to benchmark businesses’ use of mobile, and to gather enough data to respondents polledmake substantial predictions regarding the short-term future of the space. The survey questionnaire Branded mobile projects = Total capital invested in mobile: Orgaincluded specific branded mobile project-related questions, and indirectly touched of several issues Percentage split of US vs UK on respondents polled mobile app | mobile website | employees with 100-500likely to be of interest to brands considering the development of mobile native apps, websites, web- mobile web-app | mobile content capital in Total 40% USapps and mobile content and app stores. 6% with 60% UK 7% 40% US shop 17%For each question, the survey returned data broken down by job type (IT professionals vs. Business 8% 60% UKand department heads), nationality (US vs. UK), and company size (100—500 employees vs. more 14% 7% 8%than 500 employees). Percentage split of IT vs Business 10% 7% 14% Decision makers polled 17% Percentage split of US vs UK of Percentage split of IT vs Business 10 respondents polled Decision makers polled Total capital invested in mobile: Organisations IT decision maker 50% 50% with 100-500 employees 40% Business decision maker US IT decision maker 6% Less than $80,0 UK 50% 50% 60% Business decision maker 7% 17% $80,000-160,0 8% Total capital invested in mobile: Orga with > 500 employees $160,000-320, 7% 14% Total capital in $320,000-460, 2% 4% wi Percentage split based on the size $460,000-620, Percentage split of IT vs Business of companies polled 10% 7% 14% 12% Decision makers polled $620,000-775, Percentage split based on the size 17% 8% of companies polled More than $775 40% Don’t know 100-500 employees 24% 13% IT decision maker Not currently in 50% 50% 60% More than 500 employees 40% Business decision maker mobility project 100-500 employees 24% 60% 18% More than 500 employees 12% Total capital invested in mobile: OrganisationsFigure 1.0 — the make-up of the pool of respondents with > 500 employees 2% 4% Less than $80,0 Percentage split based on the sizeAn equal number of IT and business decision of business decisionensuring that the priorities of Percentage breakdown makers were polled, $80,000-160,0both groups were given polledweight and could be compared with the utmost ease. The survey was of companies equal makers polled by department 12% 7% The proportion of IT and business decisio Percentage breakdown of business decisionslightly weighted towards US respondents, in respect of the region’s greatness of size and diversity. 8% $160,000-320, 6% visibility and control over mobile p 3% makers Sales & Marketing polled by department $320,000-460, 7% The proportion of I 40% Owner / executive 100-500 employees 3% 6%The survey was also slightly weighted towards businesses with 100-500 employees — companies of Sales & Marketing 24% 21% 13% visibility an $460,000-620, 60% Financethis size tend to have implemented fewer mobile projects than their larger counterparts, requiring More than 500 employees 7% $620,000-775, 10% Owner / executive 51%researchers to gather a higher number of responses from them Customerto gather a complete picture in order services 37% Finance More than $775 12% 18%of the state of mobile business 11% today. 10% Human resources 51% Customer services Don’t know Facilities 12% 11% Human resources Not currently in Logistics 42% mobility project Facilities 12%4Percentage breakdownBusiness Forecast 2012 Marketing Mobile of business decision Logistics makers polled by department The proportion of IT and business decision makers with 3% 6% Sales & Marketing visibility and control over mobile projects
  • More than $775 12% 18% Executive Brief Don’t know Not currently in mobility projects Percentage breakdown of business decision makers polled by department The proportion of IT and business decision makers with 3% 6% Sales & Marketing visibility and control over mobile projects 7% Owner / executive I have full contr 21% Finance I have a fair am 10% visibility, but no 51% Customer services 37% I have little or n 11% Human resources Facilities 12% Logistics 42%Figure 1.1 — the make-up of the ‘business decision-makers’ groupingWithin the business decision-makers group, interviewees consisted of owner/executives andfinance, customer services, human resources, facilities, logistics, and sales and marketing headsof department. The pool of interviewees was weighted towards sales and marketing heads ofdepartment. This was desirable as these individuals tend to have the best view of branded mobileproject development, and ensured that the survey was not weighted too heavily towards employee-orientated mobile projects.2. The next 12-18 months in brandedmobile projects: the contextKey areas examined: H  ow much are US and UK businesses spending on mobile in total? H  ow many projects are they working on at the present time?Antenna’s  Mobile Business Forecast 2012 revealed that businesses are planning to invest morein mobile projects in the next 12-18 months than they have done over the entire course of their Xxxxxxxxxxxxxxxxxxxxx Xxxxxxxxxxxxxxxxxxxxxexistence to date. Xxxxxxxxxxxxxxxxxxxxx $1,600,000 £800,000 UK SMEs US SMEs $1,401,000 UK Enterprises £682,000 $1,400,000 £700,000 10 US Enterprises $1,200,000 £600,000 9 $1,000,000 £500,000 8 $852,000 $800,000 £400,000 7 4 $587,000 £308,000 £284,000 Number of projects 6 $600,000 £300,000 3 3 currently being built, $405,000 5 £164,000 managed, or implemented $400,000 £200,000 4 2 $200,000 £100,000 3 $0 £0 5 Number of project 2 4 4 launches planned 3 Average investment Average planned the next 12 months Average investment Average planned investment 1 for investment in mobile to date (12-18 months) in mobile to date (12-18 months) 0 2.1 2.0 Es Es es es ris ris SM SMFigure 2.0 US Companies’ Average Investment in Mobile To Figure 2.1 UK Companies’ Average Investment in Mobile to rp rp S K te teDate Vs. Planned 12-18 Month Investment in the Channel Date Vs. Planned 12-18 Month Investment in the Channel U U En En S K U U 2.25 Xxxxxxxxxxxxxxxxxxxxx Marketing Mobile Business Forecast 2012 un
  • Executive Brief US and UK ‘enterprises’ (companies with more than 500 employees) are planning to more than double their total investment in mobile projects to date over the next 12-18 months, and SMEs are making a similar financial commitment, suggesting that businesses of all shapes and sizes are now in a race to ‘mobilize’ their consumer and employee-facing operations. Despite the more gradual proliferation of mobile devices in the US (as compared with the UK), American businesses are now clearly placing even more emphasis on the importance of developing the channel than their British counterparts. What this means for brands: the across-the-board increase in mobile project budgets reflects the growth in mobile marketing budgets (benchmarked below) which has occurred as a result of increased $945,000/£590,000 — the confidence in the channel. Marketers will find themselves with more cash and more options than ever before when it comes to deciding how to use the mobile channel. The temptation will be to do too average amount US and UK much (e.g. develop multiple disparate projects) rather than to do a few things well; successful mobile businesses are planning to spend champions will focus on developing robust and useful branded mobile projects which reach as many of on mobile projects in the next their users as possible, ‘fit’ with over-arching marketing initiatives and have measureable ROI. 12-18 months The original Mobile Business Forecast 2012 also revealed the average number of mobile projects Xxxxxxxxxxxxxxxxxxxxx which US and UK companies are currently or about to start working on: 10 9 8 7 4 6 Number of projects 3 3 currently being built, 5 managed, or implemented 4 2 3 5 Number of project 2 4 4 launches planned 3 1 for the next 12 months 0 Es Es es es ris ris SM SM rp rp S K te te U U En En S K U U Figure 2.2 Average Numbers of Mobile Projects US and UK Companies are Working 2.2 On/About to Start Working On Type of consumer-facing mobile Again, the key message here is growth. Both US and UK SMEs and enterprises are planning to marketing projects currently being launch almost as many mobile projects in the next twelve months as theyUS anddonebusinesses undertaken by have UK to date. Sales and Marketing executives Assuming that any projects already being ‘built, managed or implemented’ are not shut down, the data suggests that US enterprises will be managing a total of 9 mobile assets — and UK enterprises are planning to spend an average 50% 45% 43%0 45% will be managing a total of 7 mobile assets –simultaneously, by this time next year. 40% of $543,000/£340,000 on 35% 32%000 30% consumer facing mobile projects What this means for brands: with the number of branded mobile projects marketing departments are 25%000 20% 14% driving potentially doubling in the next twelve months, these executives will face unfamiliar difficulties 15% in the next 12-18 months 10% 10%lion around managing their use of the medium. Marketers will need to balance the risk of ‘cannibalizing’ 5% 0% their existing mobile ‘audience’ with the gain of attracting new ‘fans’ and ‘advocates’ through the ite p p rv nt oj e channel. Overall, the increase in the number of branded mobile project initiatives signals the start of pr t b ap ap se nte bs e t ec ic ile on ile eb we er /coomer-facing mobile projects much greater competition for consumers’ mobile attention-spans, and this should, in turn, drive up ob ob I w W ile liv nt M de ro ob — y the quality of those initiatives. ef M t a le or m ou ab st lic ile llin p ob ro ap M g ot N 6 Marketing Mobile Business Forecast 2012 3.3
  • £164,000 £164,0000,000 $600,000 £200,000 Executive Brief $400,000 $405,0000,000 £100,000 £0 $200,000 £0 Average investment Average planned investment $0 Average investm 3. The next 12-18 months in in mobile to date branded mobile (12-18 months) Average investment in mobile to d Average planned investm projects: the mobile consumer in mobile to date 2.0 (12-18 months) Key issues examined: 2.1 H  ow much are brands planning to spend on mobile marketing in the next 12-18 months? W  hat type of mobile projects will they be spending their money on? Earlier it was seen that US and UK businesses (including SMEs and enterprises) are planning to spend an average of $945,000/£590,000 on mobile projects in the next 12-18 months. But how much of that investment will be allocated for consumer-facing mobile projects (and thereby have an impact on the brand space)? Xxxxxxxxxxxxxxxxxxxxx Average planned investment in Average planned investment in customer facing projects customer facing projects Less than $80,00 (12-18 months) (12-18 months) 16% $80,000- $160,0 20% $800,000 $800,000 £450,000 $696,000 13% $160,000 - $320 $700 ,000 £400,000 £384,000 $700 ,000 $600,000 £350,000 $320,000 - $775 $600,000 $500,000 £300,000 $500,000 $431,000 $775,000- $1.5m $400,000 £250,000 13% 23% $400,000 £200,000 $1.5million or m $300,000 £156,000 $300,000 £150,000 $200,000 We are not plann $200,000 £100,000 $100,000 9% $100,000 £50,000 6% $0 £0 $0 US SMEs US Enterprises UK SMEs UK Enterprises 3.2 3.1 3.0 3.1 Figure 3.0 US Companies’ Average Planned Investment Figure 3.1 UK Companies’ Specific Planned Investment in Consumer Mobile Projects, Next 12-18 Months in Consumer Mobile Projects, Next 12-18 Months Both US and UK brands now place considerable importance on engaging with consumers via the mobile channel. Results show that branded mobile project budgets now account for approximately half of US and UK companies’ total mobile budgets. Although UK enterprises are currently spending less on employee-targeted mobile projects than their US counterparts, big businesses on both sides Xxxxxxxxxxxx of the pond are at parity when it comes to spending on consumer-facing mobile projects. Xxxxxxxxxxxxxxxxxxxxx 45% Xxxxxxxxx What this means for brands: with more cash at their disposal, and an increased number of consumer- 4.1 45% facing mobile projects in the works, more marketing departments are likely to consider investing 40% % of brands 6% — the proportion of UK 35% in a full-service platform to manage their mobile app/website/content and app store initiatives, as 29% opposed to continuing to depend upon external agencies to support one-off mobile projects at and US businesses intending to 30% Widespread adoption by majority of customers/consumers 25% 21% greater cost and at arms length. A full service mobility platform integrated into backend enterprise spend $1.5m/£1m or more on 20% 33% Take-up by half to three quarters of customers/consumers 33% systems allows marketing departments to exert greater control over projects — both in terms of cost consumer mobile projects in the 15% 16% and manageability with access to real time usage data customers/consumers their mobile programs. Take-up by quarter of to adjust and improve 10% next 12-18 months 5% 22% Take-up by less than a quarter of customers/consumers 22 0% Mobile budgets are set to increase for SMEs, which are likely to boost fledgling brands looking us e iti oo to establish their channel presences. However, SMEs and larger enterprises alike will have more to th fru k t e on c of ro lt of to too p financial room to take experimental approaches to marketing themselves via branded mobile cu lt 4.0 es rain e ffi u sin st f th m ct di es co oje o er projects, and this will have a positive impact on the industry and on consumers in the long term. bu he t o e to pr th in to t sul ng e as — s ed p re lo th to t w ty us d u the — ec ili ab d ta — ee pr Us s wa Sp t s ss n oj no tne n sig 7 di bus Marketing Mobile Business Forecast 2012 De Ro d
  • Type of consumer-facing mobile Executive Brief marketing projects currently being undertaken by US and UK businesses 50% 45% 45% 43% 40% 35% 32% 30% 25% 20% 14% 15% 10% 10% 5% 0% ite p p rv nt oj e pr t b ap ap se te bs e t ec y on ic ile on ile eb we /c ob Iw W ile liv nt M de efro ob — er ob M t a le or m ou ab st lic ile llin p ob ro ap M g ot NFigure 3.2 Type of Consumer-facing Mobile Marketing Projects Currently BeingUndertaken by US and UK Businesses. 3.3Over the past year and a half the received wisdom that apps are the core asset in any rolling mobilemarketing campaign has been repeatedly called into question. It is clear to observers of the mobilemarketing space that many brands are now investing in mobile websites and web-apps as well as nativeapps. However, no authoritative benchmark of the degree to which this ‘wider’ mobile marketing activityis taking place has been published — until now [see Figure 3.2. More brands in the US and UK are nowworking on mobile websites than native apps. The rise of the mobile web is also apparent in the proportionof businesses developing ‘web-apps’ (which are arguably closer to mobile websites than native apps).What this means for brands: Consumer-facing businesses caught up in the initial apps craze firstwent mobile with apps which had necessarily limited reach (i.e. an app for the Apple iPhone), buthave now realized the importance of giving as many of their customers as possible a mobile-optimizedexperience  — as facilitated by mobile website development.It is also likely that the trend towards investing in mobile website development has limited longevity — oncemobile sites are built they will be frequently updated and only occasionally need serious structural updates/upgrades — in this way they resemble regular websites. Antenna expects that almost every establishedand emerging brand will have a mobile website within the next 24 months. When this situation has comeabout, the focus will be on native vs. web app development and how and why brands opt for one or theother.The proportion of US and UK businesses currently working on mobile storefronts (i.e. branded app storesunique to a company) is likely to be a reaction to overcrowding in the OEM app stores and the growingrealization on the part of brands that they are, firstly, already in possession of the channels needed todeliver the content they create to their fans and followers, and secondly, that they are likely to benefitfrom being able to offer these followers several different types of content from one unified ‘mobile’ shop.This means that brands can provide a single management console for mobile content and apps, helpingincrease discoverability of mobile assets while ensuring brand consistency and recognition.8 Marketing Mobile Business Forecast 2012
  • Executive Brief4. Branded Mobile Projects: Barriers to SuccessGiven the crowded nature of the branded mobile project space, both US and UK businesses facemajor challenges in getting their apps, websites, and mobile content stores noticed and widelyused by existing and potential customers, even if they offer compelling experiences. Given these Xxxxxxxchallenges it is instructive to see what success brands have had with getting their consumer-facingmobile projects adopted to date: Xxxxxxxxxxxxxxxxxxxxx 45% 4.1 45% 40% % of brands 35% 30% 29% Widespread adoption by majority of customers/consumers 25% 21% 20% 33% Take-up by half to three quarters of customers/consumers 15% 16% Take-up by quarter of customers/consumers 10% 5% 22% Take-up by less than a quarter of customers/consumers 0% us e iti oo to th fru k t e on lt of to too cu lt 4.0 ffi su m ctFigure 4.0 Adoption of Brands’ Consumer-Facing Mobile Projects to Date re co oje s s f bu the lt o to the e to pr to su di ng e as — ed p re lo th o ty us d u the — ec iliTo date, only 1 in 5 US and UK businesses have seen the branded mobile projects they’ve completed oj ab d tw ta — ee pr Us in Sp t s ssadopted by “the majority” of the consumers they were built for. On the other hand, 1 in 3 US and n no e tn sig di busUK businesses have seen their mobile projects adopted by 50-75 percent of the consumers they De Ro dwere aimed at.What this means for brands: Although the mobile content marketplace is extremely crowded, therelatively low proportion of brands whose mobile projects have been adopted by the majority of the 13% — the proportion of UKintended consumers is an indication that too many businesses are initiating projects without doingthe necessary research into what content their customers would like to engage with or into the format businesses which have seenthey’d like to receive it. their customer mobile projects taken up by the majority of theBrands which fail to target consumers effectively are destined to generate poor return on investmentfrom their mobile projects and this is likely to mean that the budgets for those projects (and the customers/consumers they werebudgets of the departments owning those projects) will decline  if not in the short term, then —  intended forcertainly in the longer term. Marketers need to build very strong ‘use cases’ for their mobile projectsbefore getting started, especially if they want to see their efforts towards building a mobile presencerewarded.Another key issue to consider is the importance of measurement and evaluation of mobile projects.All too often, marketers develop and run mobile campaigns without measuring customer uptake or Nearly 30 percent of marketingproject effectiveness. Without this insight, not only can they not report back to the business aboutthe success of the campaign, but more importantly, they cannot feed back these insights into future and sales decision-makersbuilds (such as feature enhancements or content updates) to make them more effective. admitted they had little or no control and visibility overHowever, there are other reasons why mobile projects are not being adopted by consumers  — reasons which go beyond failure to investigate whether or not the demand for those projects exists the mobile projects in theirand where. One such factor, mentioned earlier is the sheer number of mobile projects departments departments and companiesare working on simultaneously; another is the number of external agencies they’re working with todeliver those projects.  9 Marketing Mobile Business Forecast 2012
  • 3.3 Executive Brief The Mobile Business Forecast research also looked at respondents’ frustrations with the mobile projects they have overseen to date. The results of this research have far-reaching implications for marketers looking to improve the chances that their mobile apps, web-apps, websites and mobile Xxxxxxxxxxxxxxxxxxxxx content have a better chance of being adopted by their customers/potential customers. 45%4.1 45% 40% 35% 30% 25% 21% 20% 17% 15% 11% 10% 10% 5% 0% ly nd be ct us e ng iti oo to th nd co of roje di fru k t iti ing e on lt of ie an to too p s -fr cu lt on br es rain e ffi u er sin st f th m ct di es th us co oje o er wi bu he t o or e to pr th n in to t sul ek lig ng e — s ed p re lo th ta le to t w ty ts us d u the — no ec ili as no ab d d ta — ee di pr Us s wa Sp ss n n sig oj no e n d stn sig De ts bu De Ro di Figure 4.1 Potential Factors Affecting Adoption of Branded Mobile Projects by Consumers The percentages in Figure 4.1 represent research into IT and business decision-makers’ frustrations with internal business mobile projects as well as consumer-facing branded ones. What this means for brands: The speed at which mobile projects came to fruition was a significant frustration among executives surveyed, and is another symptom of the widespread practice of ‘farming out’ development to external agencies. The fact that a significant proportion of decision- makers are frustrated by the final design and branding of the mobile projects generated by design agencies is also a sign that outsourcing development is causing headaches for many businesses. Figure 4.1 also reveals that 1 in 5 IT and business decision makers are frustrated with the eventual ‘usability’ of the mobile projects delivered to them and that a similar proportion is unhappy with the ‘robustness’ of the projects they have commissioned. Brands will be aware that mobile projects which offer a poor user experience or fail to maintain the quality of that experience are extremely unlikely to gain traction with both new and existing consumers. Mobile projects today take a more important role in forming consumers’ perception and opinions of brands than ever before — mobile apps, websites, and mobile content stores are the new digital brand ambassadors and marketing departments are well aware that this means that whatever they release through the mobile channel needs to uphold and improve the reputation of the brands they support. 1 http://www.guardian.co.uk/technology/appsblog/2011/oct/28/branded-apps 2 Numbers weighted to even out effect of large-scale media publishers like Disney 3 http://www.usatoday.com/money/media/story/2012-01-30/smartphone-app-usage/52891556/1 4 http://www.localytics.com/blog/2011/first-impressions-matter-26-percent-of-apps-downloaded-used-just-once/ 10 Marketing Mobile Business Forecast 2012
  • Executive BriefTakeaways for Marketers B  randed mobile project development must be preceded by research into the nature of demand from customer groups and consumers in general C  ompleted mobile projects must be prototyped and rigorously tested ‘in the wild’ before being given a wider release to check that they will produce the intended result and reflect well on the brand they are representing M  arketers must remain close to their branded mobile projects at every stage of the process to ensure that those projects are branded correctly, have the correct feature-set, are delivered on time and within budget with clear visibility of results M  obile website development is crucial as it is the best way for brands to reach the widest possible audience M  obile websites developed by brands must take the user on a journey (as apps do) and have the same level of functionality as regular websites M  arketers who invest in a  platform for the development of mobile apps and websites will save money in the long term (as they are certain to be rolling out multiple projects in consecutive quarters) and gain greater control over the way in which their projects are progressed, with proper measurement, analysis and the ability to refine and improve them over time M  arketers who invest in a platform will also gain from the ability to manage their projects after they have been deployed, allowing for the easy updating of new content and reserving budget that would have otherwise been allocated to digital agencies to plough back into improving current mobile programs or delivering new campaigns — all managed in house B  y seamlessly integrating with complex enterprise applications, like CRM and other back-end systems, a mobile platform helps marketers save time when rolling out mobile projects, enabling them to measure success in real time and helping them gain a wealth of information on consumer mobile behavior they can combine with existing data to better understand and engage with customers B  rands can increase the discoverability of their mobile assets by taking charge of promoting them to their own customers/potential customers through setting up their own mobile storefronts or distribution channel11 Marketing Mobile Business Forecast 2012
  • Executive BriefAMPchroma: Unifies andSimplifies Mobile Business forMarketersAMPchromaTM is a cloud-based, mobile business suite, which allows companies to design, build,deploy and manage every type of mobile asset, including native and hybrid web-apps, mobilewebsites, and corporate app stores, from a single web-based console.The first mobile management solution of its kind that addresses the full mobile lifecycle, AMPchromakeeps the costs of ‘going mobile’ to a minimum by eliminating infrastructure investments and theredundant operating costs associated with disparate mobile projects. The suite has been designedto support a holistic approach to mobile management, helping marketers and individual departmentheads to achieve their own mobile ambitions. AMPchroma brings color and simplicity to a complexmobile world, along with a wealth of new capabilities and functionality, including: T  ools to build, design and publish mobile applications and websites: AMPchroma includes reusable application templates, design themes and controls to facilitate rapid design and construction of mobile apps and websites, meaning projects can be more effectively managed and branded C  ustomer and employee application store capabilities: With AMPchroma, businesses can create and manage their own application stores for consumers to access apps and digital content through an entirely branded mobile experience, helping increase discoverability of mobile assets while ensuring brand consistency C  entralized management: AMPchroma’s single web-based dashboard empowers marketers to run, test and manage all mobile initiatives, from applications, websites, content and devices, giving full visibility and control over their entire mobile strategy. With full measurement and analytics capabilities, AMPchroma lets businesses tap into mobile usage data so campaigns can be refined and improved over time for maximum impact B  usiness systems integration: AMPchroma is powered by Antenna’s industrial strength enterprise gateway, the company’s highly scalable messaging and transactional engine that ensures proper data compression, management, integrity and synchronization required for today’s  “run the business” mobile apps and websites. With AMPchroma, mobile projects are seamlessly integrated with back end systems (e.g. CRM), helping save time, improve effectiveness and gain information on customer mobile behavior F  lexible, scalable and agile: AMPchroma can be used for every mobile need — the platform is fully extensible and scales to meet business requirements F  uture-proofed: AMPchroma keeps businesses ahead of today’s rapid device innovation with its patented server technology that supports more than 10,000 devices, from low-end feature phones to high-end smartphones and tablets — ensuring that every customer can be reached S  ecurity: AMPchroma is PCI, SysTrust and SAS70 certified. Its patent-pending hybrid container security and provisioning technology gives enterprises the full control and protection they require over mobile projectsAMPchroma is available immediately. For more information please visit: www.antennasoftware.com12 Marketing Mobile Business Forecast 2012
  • Executive BriefAntenna provides the most complete cloud-basedenterprise mobility suite in the market, enablingboth IT pros and business executives alike to createand manage mobile apps, websites and contentacross the entire business.AMPchroma™ gives Global 1000 companies the ability to create, control, measure, adaptand future-proof their mobile business strategies for employees, partners and customersin one place, increasing productivity, connectivity and engagement. Antenna’s integratedsuite of mobile services provides unparalleled creativity, control and visibility throughoutthe entire mobile value chain. Founded in 1998, Antenna is headquartered in Jersey City,N.J., with offices around the world.Get Ready Are you ready to take your mobility strategy to the next level?to Deploy To learn more about Antenna and our AMPchroma mobility suite, or other products and services: Visit www.antennasoftware.com | Call +1 201 239 7980 (US)Happiness or +44 1483 739 707 (EMEA APAC).13 Marketing Mobile Business Forecast 2012 © 2012 Antenna Sofware Inc. All rights reserved | Antenna Software, Inc., 111 Town Square Place, Jersey City, NJ. All products and product names mentioned in this publication are trademarks or registered trademarks of their respective companies.