How to Create a Mobile Strategy
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Pervasive Path covers the core elements of creating a cohesive mobile strategy for the enterprise.
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How to Create a Mobile Strategy
- 1. How to Create an Enterprise Mobile Strategy Tuesday, January 17, 2012 Hosted by: Brian Stein and Gary Dowdy Page 1
- 2. Our approach to developing a mobile strategy is informed by Pervasive’s mobile experience Led implementations of mobile banking projects at more than 40 major banks and credit unions across North America, including eight of the top 25 financial institutions Helped a major retailer evaluate the use of ruggedized equipment vs smartphones to select the optimal platform in support of a field service mobile application Created mobile strategy and roadmap for a Fortune 50 insurance company to identify and prioritize mobile initiatives across lines of business Developed and deployed mobile systems for a number of manufacturing and distribution facilities across the U.S. Page 2
- 3. Why you need a mobile strategy Do you have silos of mobile activities? Where does mobile “fit” in your Do you need to organization? consolidate Start where? business Is the business objectives and case about plans? driving revenue Employees want to use their device to and/or access corporate information… improving This Webinar can help… processes? Page 3
- 4. Developing a mobile strategy involves for four components 1) Setting your mobile objectives 2) Understanding your target audience 3) Defining and prioritizing your mobile offerings 4) Coordinating the delivery Page 4
- 5. 1) Setting your mobile objectives Context – Understand existing user touch points – Provide a holistic user-experience – Create competitive analysis and positioning Objectives – Brand extension – Customer service – Revenue generation – Process optimization / cost reduction Measuring success Page 5
- 6. 2. Understanding your target audience Who are you trying to reach with your mobile Are you my solutions? customer? Account for segmentation across your user base Establish and/or adapt to your customer’s expectations and functional needs Page 6
- 7. 3) Defining and prioritizing your mobile offerings Identify what unique value or capabilities your organization possess to differentiate your market offering Compare your offerings relative to your competition and assess any gaps Are there any industry norms that you should follow? Define solution sets Determine prioritization and develop roadmap Page 7
- 8. 4) Coordinating the delivery Understand and coordinate with your stakeholders − IT − Training − Marketing − Customer support − Product − Sales − Systems groups − Finance Potential areas for consideration – Governance – Marketing / product placement / QR codes – Training – Customer support Page 8
- 9. Pervasive Path’s approach to developing a mobile strategy Assess Strategize Recommend Review Socialize Assess the current environment and any active mobile initiatives Define a mobile strategy position based on above research and understanding Create recommendations based on our findings, sponsor input and best practices Review the output with the sponsor and refine Socialize with stakeholders Page 9
- 10. For more information, please visit our Web site at PervasivePath.com or call us at +1 (800) 975-6567. Page 10
Editor's Notes
- [Gary]Start at 3 minutes after the hourDisable call waiting before the webinar, *70[Gary / Brian to have separate PCs/tablets online with Skype to communicate – volume turned off.]Hello everyone. Let’s get started. I am Gary Dowdy with Pervasive Path Consulting. Joining me today for this Webinar is Brian Stein, also with Pervasive.Pervasive is mobile strategy and technology consulting firm. [Next Page]
- [Gary]Our approach to developing a mobile strategy is informed by OUR mobile experience.We’ve led implementations of mobile banking projects at 40+banks and credit unions across North America, including 8 of the top 25 financial institutions.To-date, our solutions have enabled half a billion SMS, mobile web and application transactions, allowing customers to view account balances, transaction history, transfer funds, pay bills and remotely deposit checks.We helped a major retailer evaluate the use of ruggedized equipment vs smartphones vs BYOD to select the optimal platform in support of a field service mobile application which resulted in more than $35M in immediate equipment and service savings.Wecreated a mobile strategy and roadmap for a Fortune 50 insurance provider to identify and prioritize mobile initiatives across lines of business including evaluation of the competitive landscape, understanding the organizational objectives and capabilities in order to determine prioritization, and assessing the complexity of implementation based on required integration with back-end systems.And, we have developed and deployed mobile systems for a number manufacturing and distribution facilities across the U.S.from automating plant operations to enabling field/sales personnel.
- [Gary]This webinar is about creating an mobile strategy for your enterprise OR if your focus is a bit more specific the same philosophy works for division, business unit or product line.The mobile channel has seen more change in the last couple of years than any other channel. And the next two years should be just as interesting.Perhaps this is your situation – Your organization has silos of mobile initiatives across business units (some with and without IT’s blessing).Coordinating business objectives and strategic plans feels like the late 1990s with the boom of the Internet. Some business units are ahead of others and IT has yet to establish firm guidelines. As such it feels like thecompany is not on the same page.Employees want to use their own device to access corporate email and other informationAnd, when it come to creating the business case – is this about customer acquisition and revenue OR ease of information access and customer loyalty?As a result, you are not sure where to start of which path to take for your mobile roadmap.Well hopefully, this Webinar will help you.[Next page]
- [Brian]To create an enterprise mobile strategy and corresponding roadmap, we are going to walk your through four components today.First is setting your mobile objective. To do that, you need to understand your company’s strategy and how it relates to online and offline channels to support a holistic customer experience – across all channels. Then, you have to ask yourself what do you want to achieve with mobile and how you plan to measure?Secondly, you must consider who are you developing the mobile solutions for? Who’s the audience and what job will she/he accomplish with your mobile solution?Next, you should identify what unqiue value, or capabilities your organization can provide to differentiate your mobileoffering and how do you provide that functionality via the appropriate use cases for the mobile channel. With this in mind, you are ready to prioritize.And last, you must spend time thinking about how to communicate and coordinate your activites.{pause}One very important point here. While we do have these in an order for a reason, that does not mean you think and work on these components in serial. This is where process comes into play and we will share with you an example of process later in the Webinar.
- [Gary]Ok – now let’s drill down into each of the four components. Setting your mobile objectives.{pause}As Brian just mentioned, your mobile strategy must be in context with your overall company strategy.Naturally, we are making an assumption here that you have access to all or part of the organization’s objectives and how they may or may not be relevant to your mobile initiatives. If you don’t have access to this information, get it – as you are going to need support from various parts of the organization. Having a plan with a solid foundation is a great way to increase your chances of success.Most corporate objectives are fairly lofty and lack specifics until they reach the business units. So while company goals such as “grow earnings 20%” or “increase customer satisfaction by 5%” may be important and you may want to attach your initiative to one or more of these, they are hardly detailed enough.So, here’s how to help narrow the focus and set the right context:I’m going to use Customers as an example, but this could just as easily apply to employees, partners, etc.You need to understand the existing customer touch points, such asHow do you interact with your customers today?How would you like to interact with your customers? Is this how your customers would like to interact with you?How do your competitors interact with their customers?And so on.The goal is to providea holistic customer experienceIs the customer experience the same across all yourchannels?For example, will I get the same order confirmation from your online channel as I get from ordering via the 800 number? Does the call center see my activity regardless of its source: online, mobile app or phone? Customers quickly spots silos and silos can lead to a very bad experience.And no business case is complete without a competitive analysis and positioning of your mobile goals against that of others in your industry.{pause}Next you have to ask yourself what do you want to achieve with mobile.Is this simply a “me too“ offering, where mobile is just a checkbox on your to-do list, or do you want to accomplish specific goals such as:CreateBrand ExtensionImprove Customer ServiceAcquire New CustmersGenerate Revenue; or ImproveProcesses and/or reduce costs?For example, moving customers to the lowest cost or optimal channel may be one objective. To do this, you should ask yourself, What transactions are best suited for what channel?Can I drive high cost transactions to a lower cost channel? In banking this meant mean, can you encourage customers to check a balance or to see if a deposit has cleared via online or mobile instead of calling customer service, which is a much more expensive transaction. Or, are there cases where you’d prefer live contact vs. customer self service? Does a live contact present an opportunity to up-sell or otherwise grow the value of that customer relationship? These are the type of factors that should play a part of your objectives. As with any goal, you also need to spend some time setting your success metrics and how will you measure success against your success criteria? I‘ve seen many business cases where the logic of defining and obtaining success where not grounded in reality. Upfront, you need to set some targets and get feedback from various parties to ensure you have the right benchmarks. Not all projects will have an ROI calculation. In fact, a June 2011 survey by Forrester only 33% of the projects had ROI measurements on their mobile activities. That said, whether you are measuring ROI or not, you need to have some KPIs (or key performance indicators) to track and measure success.
- [Brian]Now that you‘ve defined to goals for mobility, it should hopefully be clear that the only way a mobile solution can achieve those goals, is if people actually use your mobile solutions. Understanding your customer and how they want to interact with you, is always an key concept, but when we‘re tallking about mobile, there is a personal element to the way that people relate to their phones which make it all the more important in this space. People develop very personal relationships with, and expectations of their phones, and why shouldn‘t they? It is one technology that we probable spendthe most time with in our lives. More than our keys, our wallets, andforsomeofus, evenour families. This personal connection, combined with the immediacy of mobile interactions, is why it‘s so important to understand your target users and how THEY want to interact with your organization?You need to identify and understand your target user base. Are you going to build solutions for a particular segment of the market, or is mass appeal critical to achieving your goals? For internal, B2E strategies, your user base may be defined for you, such as the entire salesforce, or all field service workers, but that only serves for identication, you‘ll still want to understand those audiences. Within the group that you‘ve identified, what segmentation exists? One of the most obvious ways your target user group may be segmented is by device type. Outside of internal B2E initiatives, where you may have a defined, captive user group, it is unlikely that you can count on everyone having the same phone. In fact, with the increasing consumerization of IT, it‘s leven ess of a certaintly withinthe enterprise as well. Internal intiatives have other considerations, both organizational and technical which can segment their user base:Organizationally, if your user group spans functions, divisions, regions, or otherwise., you’ll need to understand the impact of differences in culture, policy and objectives and how that effects users’ perspective and requirements, so that you can segment them accordinglyFrom a technical perspective, you may need to segment your target users based on system and infrastructure differencesAre some users on Exchange while other regions on Lotus Notes? Do you have an integrated directory and authentication protocol across the organization? Is the data your users will be accessing based off of a global instance, or does your user’s information span multiple back end repositoriesWhether an internal or external strategy, you can see how technical segmentation will impact not only user expectations and behavior, but also a number of architectural and design considerations. For example, when launching a mobile banking solution, are you targeting your entire customer base, or just those enrolled in online banking? This may change not only your strategy, but also whether you use online banking credentials as your user authentication mechanismFor customer facing strategies, you may not know as much about your users as individuals, but you can still use demographics and other data to inform your understanding of any differences which may impact their usage.Once you’ve identified and segmented your target user group, you can utilize an understanding of these groups to help inform your strategy with regards to what types of solutions you develop. Some of the decisions that will be driven by this understanding include:Whether to build a SMS, mobile web, or app solution, or some combination of the threeWhat devices types and form factors to targetWhen to use SMS or push notificationsto initiate interactions with your usersPrioritization of initiatives or projects as you develop your roadmapAnd within individual releases, whatcapabilities or functionality will you prioritizeUser interface designMarketing and adoption planningEnd user training and support And so on.Clearly, understanding your target user base has wide ranging implications for your mobile strategy and beyond.
- [Brian]Now that you have a better understanding of what you want to achieve, and who you are building your solutions for, you can finally start to think about what you want to develop, and prioritize those releases across a roadmap for your organization.Certainly the first place to start is focusing on the end-user. As discussed on the previous step, understanding your users and the job they are trying to accomplish.Next, start by idenfitying what unqiue value, or capabilities your organization can provide to differentiate your offering?Do you have relevant data that you can present, or services that you can offer?Without these capabilities, you‘ll likely end up with marketing/brocureware which provides limited value to the user and is quickly forgoten.Perhaps this is why 80% of apps in the marketplace today are downloaded once, and never used again.Differentiation is driven by understaning what systems and information you can make available to your users to add value to their experience.Once you understand your capabilities, you‘ll want to compare that to your users‘ expectations. Use stakeholder interviews to understand their perspectve on what systems or data they believe would be useful to have access to, and how they expect to interact with them. The competitive analysis you‘ve done should also help to inform the process and serve as a source for solution ideas. It‘s a safe assumption that your users‘ expectations are being anchored by those competitive offerings, so it will be important to meet, if not exceed those expectations.Once you have an idea of the capabilitis you want to deliver, you can start thinking about how to best deliver them. It is here that we fianlly beging thinking about whether we‘re building a mobile website, applications, or perhaps facilitating individual transactions via SMS or other messaging protocols. Despite what Apple‘s marketing department would have us believe, mobile is about more than just apps, and a well developed mobile strategy will look at all methods of delivering a solution. In many cases, we recommend launching a Mobile Web site before developing a Mobile App for the iPhone and any other device. Having a mobile friendly site first, ensures you have thought through repurposing of content and the user experience to deliver your message and value propositionyou can glean analytics about your users as to the type of device and what pages they viewing on your site. This information should help you create a “fact-based” method for your roadmap. Wouldn’t it be helpful to have data telling you that 70% of your target user base is coming from an Android device before you decide to invest everything in an iPhone app?Additionally, as HTML5 becomes more prevalent, it is becoming increasingly possible to deliver a rich, interactive user experience over the web, while supporting a variety of device types.For transaction orinteed interactions, you may want to consider avoiding the overhead assoicated with a mobile website or app. For example, If I am standing at the register in a store, and want to get my account balance in order to validate that I have sufficient funds to make a purchase, it‘s a lot simpler for me to send a B-A-L SMS command to your shortcode, and get an immediate response, then it is to launch your application, log in, perhaps answer any security challenge questions you may ask me, then navigate to my account list and click through to the specific account I am interested in. Finally, once you‘ve identified the solution and the delivery platform, you can begin thinking about mobile appropriate use cases.A critical concept for our clients is the realization that mobile is not an extension of a Web site. In fact, it is the opposite and the detailed, granular functioanlity that makes sense in a desktop application or web site do not necessarily translate to the mobile channelFocus on the high value, common transactions and keep it simple. Mobile is about immediacy.For Example, [pause] in one case, we had to convice a midwest bank not to incur the cost of providing two years of transaction history via their mobile app, the reality is that nobody is going to scroll through that detail on their phone and it can result in a degraded app performance and user experienceAs you iterate through the above analysis, you will hopefully identify a number of solutions that your organization wants to, or needs to deliver. At this point, you can begin the process or prioritizing those different solutions to create a roadmap of projects over time.Prioritization should be based on :Relative business need / market opportunityEase of implementation (low hanging fruit)Consider the learning curve for your organization and perhaps choose applications that will allow you to gain experience and perspecive before going to market with your key application.Look at ease of integration with back end systemsRoadmap cannot be developed in a vaccum, needs to consdier a number of factors across the orgnaizationMajor system updates and/or enhancements. Will planned changes have an impact on your mobile solution, or can this change be obviscated through middleware. Think about the interfaces, as you don’t want to develop a mobile solution against an inteface that will be chaninging a month after you launch.Availability of resources. Do you have sufficient bandwidth across both the buisness and technical teams to define and deliver a project during the proposed window?Other change management initiatives that will compete with your solution for the attention of your target users and could impact adoption.
- [Gary]Finally, the last of the four components, coordinating the delivery of your initiative across the organization. This is where the rubber meets the road. To get everything right in the previous steps requires inclusion of the right individuals and groups. This exercise is where you will learn what’s ahead of you when it comes time to execute your initiative, not to mention how to set expectations with your boss and others.You start out interviewing key stakeholders for input and ideas for your project, what issues or obstacles lay ahead of you and so forth. This is also where you begin to build consensus for your initiative. People love to be included on projects and in most cases you will quickly learn whether you have an advocate, a blocker or other. Done right, you want all the stakeholders on the same page with your mobile strategy. They don’t necessary have to agree 100% with your roadmap, but you do not want them undermining your efforts either.While not comprehensive, the list of stakeholders might look like this:ITMarketingProduct Systems Groups or sometimes called ArchitectureTrainingSupportSalesFinanceAnd, of course, your Boss and your boss’s boss.Each stakeholder is important no matter their position in the organization. For example, one project I worked on a sales rep in the Northeast had as much influence on our business unit president and CIO than anyone else on the team. If we had misread that influence, he could have shut the project down or asked for a change in project leadership.A painful lesson was on another project. At the onset the CFO was on board. He knew the cost estimates – capital requirements and ongoing expense. But, between the start of the planning exercise and towards the end, some events changed his mind. The team failed to stay in touch with his position during the exercise. After we got the plan completed and everyone to sign-off, including the company president, the CFO balked and the project got put on hold.This is where a governance process can help you avoid some pain and increase the project success rate. Most large organizations have governance rules established for running projects within a business unit or across multiple lines of businesses. Such processes will help you:Avoid multiple apps in the market with similar or overlapping functionality. (For example, my insurance company has 4 apps in the iTunes store, and you have to be an underwriter to understand which one to download)Governance will help ensure consistent use of your brand and user interface standardsEncourage code re-useSharing of best practicesDevelopment of mobile project management expertiseAnd Coordinating app store submissionsIf your organization does not have this, please send Brian or I a note and we will be happy to point you to some good reference information.For large or diverse projects, a steering committee is usually formed to formally represent the interests of various stakeholders. Like a Board of Directors, you need to spend time and focus to ensure you have the right communication cadence for all the members.More than likely you will start out with a broader ambition than what will make it through the funnel. That’s okay – and expected. You have to start somewhere.process [STOP]How are you going to integrate mobile with your marketing:Coordinate with customer communications, PR and the sales force, with marketing to be in sync. Make sure you have signage within your physical locations promoting new mobile campaigns, and include QR codes to make accessing the mobile application simple. Similarly, you should include info about your mobile app and QR codes on marketing materials, catalogs, and even on product packaging. In traditional Internet marketing parlance, you need to synchronize your offline (or physical channels) with your virtual ones. How are you going to train users on your applications?How are you going to support your mobile solutions?Increase traffic into your customer support center. Whether you have dedicated specialists, or general training for your team, it is important that you are prepared to answer your customers questions about the mobile application, and also to some extent, address questions on how to use these apps across your the supported devices. For questions your team won’t be prepared to handle, make sure they have the appropriate escalation protocols, whether referring users to Apple Support, Carriers or others. How do you handle support inquiries that come into other customer touchpoints (branch tellers, sales reps, etc.)Support process differs if your application is for the enterprise (or in-house) vs. consumer facing – if you are rolling out an employee solution you make what to have more control over the phone, its security, the ability to wipe the phone if lost or stolen and to push out applications or updates based on your schedule. This is called Mobile Device Management and there are some neat tools on the market that can greatly improve this support and maintenance process. Selecting and implementing an MDM solution is often a necessary component of a mobile strategy. What happens if you build an iPad based sales tool, only to find that your IT policies prevent you from buying iPads for the sales team? [Real experience at Eaton – obviously don’t reference by client name]All of these questions don’t necessarily need to be answered as part of your mobile solution, but you at least need to consider the implications that potential answers may have.
- [Brian] On a final note, before we open the session to Q&A, Pervasive has built all these lessons into our methodology. The duration of this process, whether you use Pervasive to facilitate your strategy definition - or develop it internally - may last from a few weeks to a few months depending on the size of your organization and availability of time and interest for those involved.I’ll cover each of these in a bit of detail so you can understand each phase:Assess the current environment and any active mobile projects. This includes what just talked about: Conduct stakeholder interviewsUnderstand your corporate or business unit channel strategy (online/offline)Create a high-level assessment of the competitionIdentify some industry leaders and best practices, andSpend some time on your organization’s unique value for the mobile end-userNext, Strategize to define a mobile position based on the above work and understanding. Here you will Consolidate feedback from stakeholder interviewsIdentify the key themes Complete a competitive and industry analysisValidate unique value based on the above, andPrioritize features and business/technology requirementsNow you are ready to Create Recommendations based on your findings, executive input and best practices. You will Make business (process) and technology recommendations Provide (or accept) input on technology architecture and Establish baseline for success measurementNow its time to Review with your boss and the decision makers, which may include all or some of the steering committeeEnsure you have alignment and consensusRefine based on feedbackAnd last, it’s time to broadly Socialize with stakeholders and other interested partiesProvide formal readout of strategy and recommendationsGet all concerns and obstacles on the table and addressed publicly, andEstablish authority to execute on the planThat concludes our formal presentation. A replay of this Webinar will be available on the Pervasive Web site shortly, as well as a PDF copy of this presentation.I will now turn the lead over to Gary for any questions.
- [Gary]Thank you for attending. A replay of the Webinar and a copy of the presentation will be available on our Web site shortly, If you have any questions for us, please email us atinfo@pervasivepath.com or call 1-800-975-6567.Thanks and good day.[sign off]