Mobile forrester mobile mandate for e_business professionals

Making Leaders Successful Every Day

November 16, 2011

Mobile Mandate For eBusiness Professionalsby Julie A. Askfor eBusiness & Channel Strategy Professionals

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For eBusiness & Channel Strategy Professionals

ExECutivE SuMMAryMobile offers eBusiness professionals the opportunity to engage with consumers at every step of their purchasing journeys, from upper-funnel demand generation through replenishment or repeat purchase. Doing so effectively, in a way that will drive incremental value, requires more than squeezing assets and services developed for the PC onto a smaller screen. eBusiness professionals must provide excellent mobile services by delivering convenience, leveraging mobile as a highly efficient sales and service channel, focusing on customer needs, breaking free of their PC-based design roots, and being agile.

tABlE oF CoNtENtSOnly Excellence In Mobile Services Will Deliver Value

1. Focus on Consumer Needs

2. Drive toward Convenience

3. use Mobile to Execute At Every Step of the Customer Journey

4. Divorce the PC — think Mobile First For Mobile Services

5. Be Agile

NotES & rESourCESthis report is a summary of a series of reports designed to guide the effective development and execution of mobile strategies and services. We have highlighted relevance to eBusiness professionals throughout this report, as this research was originally written for those in other roles.

Related Research Documents“eBusiness: the Future of Mobile is user Context”July 11, 2011

“How to Prepare For Mobile total Product Experiences”April 14, 2011

“Mobile is Not Just Another Channel”February 25, 2011

November 16, 2011

Mobile Mandate For eBusiness ProfessionalsFive Mandates to Guide the Evolution of Mobile Servicesby Julie A. Askwith Patti Freeman Evans, Jeffrey S. Hammond, and Doug roberge

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Mobile Mandate For eBusiness Professionals For eBusiness & Channel Strategy Professionals

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Only ExcEllEncE In MObIlE SERVIcES WIll DElIVER VAluE

Mobile is rapidly evolving into an important, if not the most important, digital touchpoint for eBusiness professionals. Forrester Research forecasts that consumers will spend more than $6 billion on their mobile devices in 2011, with that number growing to more than 31 billion by the end of 2016.1 Consumers are using their mobile phones in stores and on car dealer lots to compare prices and get product information, book airline tickets, and make the right product choices. And the opportunity to influence offline sales far surpasses those numbers. Just as companies such as Blockbuster failed to retool their go-to-market strategies to embrace the impact that digital retail presented, those eBusiness professionals who are dismissive of the disruptive potential of mobile may face the same consequences. eBusiness professionals looking to maximize the revenue that is both delivered and influenced by the mobile medium should heed the following mandates.

1. Focus On consumer needs

Consumer needs fall into one of four categories: comfort, connection, variety, and uniqueness (see Figure 1).2 eBusiness professionals who focus on customer needs, as opposed to “simply getting something out there” or “offering cool mobile services,” will be rewarded with customer praise. Fulfilling customer needs has proven to be a profitable strategy for more than one company.3 Moreover, this customer love will, in return, drive loyalty, social media impressions, and new customer acquisition.4 Mobile is not unique in its overall ability to satisfy consumer needs, but it does offer distinct opportunities for eBusiness professionals. eBusiness professionals should focus on the needs of consumers when building mobile services and deliver:

· Comfort by mitigating buyer’s remorse and delivering on service promises. Comfort is synonymous with reassurance, security, and safety. Certainly, mobile phones can offer comfort to a parent by letting him know that a child is safe. And mobile can help a shopper feel more comfortable making a purchase if she knows she is getting a fair price after comparing prices on her phone. A banking customer will have more peace of mind knowing his bank is using all means possible to detect and prevent fraud, including comparing the location of a phone with that of a transaction at an ATM or point of sale (POS), for example.

· A ubiquitous connection to friends, families, and our social networks. Connections could be through physical touch, communication, or engagement with online communities. Mobile phones allow us to connect to our most intimate contacts or a trusted community when we most need or want to do so. The mobile usage of Facebook offers compelling testimony.5 eBusiness professionals can facilitate these connections by allowing proposed purchases to be shared and then approved by friends before a purchase. Services such as Yelp and Trip Advisor offer user-generated opinions and reviews of services, while Best Buy uses Twitter for customer service.6

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Figure 1 eBusiness Professionals Must Focus on Customer Needs

Source: Forrester Research, Inc.60960

Comfort(oxytocin, serotonin)

Variety(dopamine, epinephrine)

Connection Uniqueness

Threats Opportunities

Needs optimized to prepare us for:

SubconsciouslyServe short-term

motivation

ConsciouslyServe long-term

motivation

How needsare expressed

The four fundamental human needs1-1

Comfort• Anywhere/anytime access• Bank balance• Location of child• Price comparisons or

reviews• Notifications (e.g., in mail or late)

Variety

Connection Uniqueness

Threats Opportunities

Needs optimized to prepare us for:

SubconsciouslyServe short-term

motivation

ConsciouslyServe long-term

motivation

How mobile phones can support consumer needs — examples1-2

• Customer service• Ratings/reviews• Social shopping• Twitter-based customer

service

• Channel choice for leadsor customer service

• Communication choice(e.g., email, SMS, push-based notifications)

• Product/color choices

• Augmented reality tooffer personalized Internet

• Personalized servicesbased on context

• Targeted offers

Source: February 4, 2010, “What People Really Need” Forrester report



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· A variety of communication, product, and service options. Variety prevents boredom and generates feelings of excitement and possibility around new opportunities for expansion and growth. Mobile phones in themselves offer phenomenal variety. One need not look past the Apple iPhone App store, which offers more than 425,000 applications.7 eBusiness professionals can use phones to show variety, as Converse did with its mobile application that lets consumers

“try on” its shoes.8 For eBusiness professionals, the mobile phone offers additional contact options that go beyond the traditional phone calls, mail, or services that rely on a connected personal computer. Consumers need options based on where they are at the time they need access to a service or information as well as on the urgency or privacy of the need. State Farm, for example, is one of many auto insurers facilitating claim creation on the phone in addition to handling it via traditional channels.

· Uniqueness through curated content, services, and preferences. Many consumers will pay a premium to differentiate themselves from the masses. Mobile phones are personal devices. Consumers expect relevant or contextual experiences that minimize the number of steps required to help complete tasks or give them what they want (e.g., information or entertainment).9 Today, eBusiness professionals can deliver unique experiences through stated preferences, with learned context offering incredible potential. Amazon.com, for example, allows consumers to set preferences for product category alerts. Today, a consumer with potentially dangerous allergies can scan a 1D bar code to obtain a list of ingredients to make a decision on whether or not a food product is safe to eat. Imagine a futuristic scenario: Suppose an application on the phone already understood the individual’s allergies and could alert him or her to danger with a photo of a package or plate of food?

2. Drive Toward convenience

Consumers will not adopt any new product or service that is not more convenient than what they are already using (see Figure 2).10 The concept applies directly to mobile services. Starbuck’s iPhone application allows consumers to purchase products via stored value cards loaded on the device. Walgreen allows its pharmacy customers to refill prescriptions without going online or enduring a tedious interactive voice response (IVR).11 eBusiness professionals should adopt convenient mobile services experiences that offer:

· Value in immediacy. There are times when a consumer will use a mobile phone because that is the only device he or she has available at that moment (e.g., rebooking a canceled flight while at the airport). Consumers will choose to use a mobile phone to get instant information. In-store pricing comparisons, for example, let a consumer know in the moment that he or she is getting the best price or what the tradeoffs of purchasing at a lower price would be (e.g., driving to another store or ordering online and waiting).

· Simplicity. Mobile phone form factor cannot typically handle the more complex tasks consumers do on a PC. For example, checking an account balance is simple, yet filling out a mortgage application is more complex. Most eBusiness professionals who design mobile



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experiences today limit the amount of content or number of services in an effort to offer a simple mobile experience. That approach is less expensive than investing in simplicity by design. New technologies, such as using cameras to enter information (e.g., by scanning a bar code) rather than using key entry, continue to bring down barriers to mobile experiences, allowing eBusiness pros to further simplify their mobile offerings.

· Relevance through the use of context. Forrester defines context as “the sum total of what your consumer has told you and is experiencing at the moment of engagement.” Context encompasses a consumer’s situation, preferences, and attitude.12 Airlines, for example, will present a different home page services menu if they know a passenger is two days or two hours ahead of a flight. Two days out, the passenger may want to change a reservation. Two hours out, a passenger may be more interested in an upgrade or gate information.

Figure 2 Mobile Should offer three Core Benefits to Drive Convenience


Source: Target iPhone app; Charles Schwab iPhone app; Google Maps iPhone app

Immediacy Simplicity

Convenience Quotient

Context



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3. use Mobile To Execute At Every Step Of The customer Journey

Three to five years ago, mobile engagement with consumers outside of communication and media primarily involved marketing — especially upper-funnel branding with display ads or text-based voting. As mobile devices improved, eBusiness professionals took advantage and built out more complex services focused on influencing and capturing sales. Banks, insurance providers, and brokerage firms already focus on existing customers through convenient access to account services. eBusiness professionals in other industries must identify their opportunities to enhance loyalty and drive their customers toward replenishment or the next purchase by engaging with consumers throughout their journeys (see Figure 3).13 While priorities will vary by industry and the target audience, eBusiness professionals should have plans in place to do all of the following:

· Support category demand — anywhere. More often than not, this responsibility lies with marketing professionals. mCommerce, however, shortens purchase cycles in some cases and deepens engagement in others. Consumers in transit on a bus or sitting in a hair salon thumbing through a magazine can immediately purchase items. Shopping magazines such as Lucky and Allure are full of 2D barcodes, as well as combinations of SMS short codes and keywords, to facilitate spontaneous purchases. Many catalogs also ship with 2D bar codes today, but, ironically, there is less of an emphasis on commerce.14

· Influence sales by offering consumers timely content . . . Opportunity abounds here for eBusiness professionals to insert themselves into a customer’s thought process via mobile devices. Retailers such as Best Buy, Target, and Walgreen utilize 2D bar codes on store shelves to connect consumers to information, such as product reviews and ratings, price comparisons, tools, and detailed product information, to aid and drive decision-making. Their manufacturing partners, such as Canon and Ryobi, are participating as well. Hotels are benefiting from travelers seeking same-day bookings nearby when weather, for example, alters travel plans.

· . . . or equipping sales personnel with in-depth information. These devices are not just for consumers. Lowe’s is putting mobile phones and devices into the hands of 42,000 store associates to give them the same tools that consumers have — and more. Handheld devices can offer timely product, pricing, and inventory information to help capture sales. Imagine if store associates not only had their store information but also could order from other stores in the chain by searching their inventory. Knowledge of competitor pricing will also help put them on par with content that customers can access.

· Handle sales transactions. mCommerce transactions aside, mobile phones can be payment mechanisms on their own or serve as card readers with connectivity for mobile points of sale. Starbuck’s has scanners in its shops that will read bar codes on prepaid cards within its mobile application. Sales associates in national retail chains such as Apple and Nordstrom use handheld POS devices to facilitate quicker checkouts.15 Companies with higher-consideration products, such as insurance, financial services, and pharmaceuticals, are giving their sales teams tablets to drive field sales.



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· Support owners. eBusiness professionals should support customer care needs in the garden, in the bathroom, and on the go. SmashBox Girls On Film eye shadow, for example, ships with a quick response (QR) code linking to video with application instructions and tips. Banks have invested in mobile services to give their customers convenient anytime/anywhere access to account information and services.

· Drive replenishment and repeat purchases. Loyal customers are the most profitable because they buy again and again and tend to be less price sensitive than occasional shoppers.16 While consumers will be annoyed if bombarded with untargeted messages, they will embrace replenishment services they view as offering utility and convenience, such as MTD’s Microsoft (MS) Tags on replacement parts for its lawn mowers; these tags ensure that the proper spare parts are purchased.

Figure 3 Mobile Can Support Consumers throughout their Journeys


Auto

Repeatpurchase

What to buy

Post-purchaseinteraction

Ownership

Where to buy

Discovery Influence

Rete

ntio

n/up

sell

Sale

• Games• Product information• Tools• Video (demonstrations)

• Configurations• Consumer reviews• Dealer inventory• Location-based marketing• Nearest dealer• Price comparisons• Vehicle history

• Community• Ownership guides• Roadside assistance

• Maintenancereminders

• Promotions• Replenishment

• Accessories• Lead generation• Financing/

Insurancequalification

• Informationverification andaccuracy

• Vehicle history

Mobile opportunities example: automotive3-1



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Figure 3 Mobile Can Support Consumers throughout their Journeys (Cont.)


Insuranceprovider

Repeatpurchase

What to buy

Post-purchaseinteraction

Ownership

Where to buy

Discovery Influence

Rete

ntio

n/up

sell

Sale

• Branded content• Home inventory lockers• Tools (e.g., calculators)• Utility applications

(e.g., accident kits)

• Agents — local contactinformation

• Consumers tend to rely ontrusted advisors — bothprofessional and friends/family for investmentdecisions, but mobile canoffer support tools

• Pricing comparisons• Product information

• Account status (e.g., balance, coverage, policy information)• Account services (e.g., pay a bill)• Claim kits — accidents• Contextual information (e.g., how to prepare for an impending

hurricane)• Ensure appropriate coverage as new purchases made• Home value/condition maintenance through proactive care• Mitigation of risky behaviors (e.g., driving while texting)

• Add or removedrivers

• Lifestagemarketing (e.g.,birth of a childor new job)

• Renew policies• Travel insurance

or increasedhome insuranceas newpurchases made

• Contextual leadgeneration (e.g.,confirmation onthe automotive lot

• Notifications (e.g.,missinginformation“applicationapproved”

• Sales throughagents, advisors orprofessionals —especially utilizingtablets

Mobile opportunities examples: insurance3-2



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4. Divorce The Pc — Think Mobile First For Mobile Services

Too many eBusiness professionals begin a mobile strategy with the goal of simply having a mobile presence. This leads to the shrinking or squeezing of a company’s existing digital assets onto a smaller screen to offer essentially the same services (see Figure 4).17 While this approach offers a pragmatic starting point, it is not an approach that will drive enough value to the organization long term or offer the most convenient experiences. eBusiness professionals must evolve their approach to designing mobile services in order to avoid a myopia that holds them back from seizing the full potential of mobile within a multitouchpoint strategy.

Many mobile phones today are designed and built by those in the PC industry. Many think they will replace PCs in the future, as portable processors that can be plugged into monitors and keyboards. While this may be a use case scenario in the future, mobile phones will look less and less like PCs with each new generation.18 Mobile phones will be packed with sensors and new gizmos capable of offering experiences unthinkable on a PC. Use case scenarios will also diverge, with more on-the-go consumers looking to complete tasks or get things done in unusual scenarios. Fully leveraging the opportunities available will require mobile services to:19

· Migrate a portion of existing digital services to support consistency. Consumers will look to migrate some of their online behaviors and expectations from the PC to the phone. This doesn’t mean they’ll use mobile exclusively — in fact, this will seldom be the case. Mobile will become an additional touchpoint. Consumers will expect consistency of experiences across devices. To optimize the opportunity here, eBusiness professionals must focus on those services that are mobile-appropriate or those that deliver value through immediacy and are simple and contextual.20 This first step is a pragmatic, low-cost one to get started, but it is not the end game.

· Offer new digital services in combination with other touchpoints to enhance experiences. Mobile offers much more than a pocket PC experience. When combined with other channels such as radio, TV, or physical presence, mobile offers new, enhanced, and improved services. Comparing location of a mobile phone with an ATM or credit card transaction, for example, offers a new fraud-alert service. Domino’s Pizza pushes out coupons via SMS that can be redeemed online for an in-person delivery order.

· Develop mobile-first experiences for breakthrough experiences. New services will be born on mobile devices and, with them, new value. Through a simultaneous assessment of consumer pain points and business processes, along with creative thought about how to use mobile technologies to mitigate issues or enhance existing processes, eBusiness professionals will find new ways to provide value to their customers. Mobile is capable of offering entirely new services, such as check deposits. Take USAA, for example. With customers spread throughout the world and only one physical branch, increasing access to banking services through mobile phones opened up new opportunities to deliver value.



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· Evolve the use of context to maximize convenience. Context must be used to simplify the delivery of mobile services on phones and offer highly relevant experiences. For many eBusiness professionals today, context simply means using location to tailor search results for inventory — whether it be bike helmets or empty hotel rooms. A handful of more sophisticated companies are layering intelligence on top of context to offer different home screens based on context. For example, banks may alter security requirements based on whether a customer is at home or traveling. Going forward, eBusiness professionals will use context to test price elasticity. As more sensors are placed in and attached to phones, more contextual information will be available.21

Figure 4 Mobile Services Will Evolve in Phases


Leading companies are deployingmobile-unique services today.They will need to evolve theiruse of context to stay at the forefront of innovation going forward.

Major phases of evolution of mobile services4-1

Level ofsophistication

High

Low

Evolution of services over time

NothingMultichannel

Cross-channel

Mobile-unique

Advancedcontextual

Consistency

Enhancement

Breakthrough

Ultimate convenience



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Figure 4 Mobile Services Will Evolve in Phases (Cont.)


Phases of evolution in the use of context to deliver contextual experiences4-2

Level ofsophistication

High

Low

2011 2012 2013 2014 2015 2016

Fundamentallyalter navigation

Add third dimension

Add intelligence

Basic context

Evolution of services over time

• Consumer behavior• GPS• Time of day

• Consumer’s purchase intent• In my store? In a competitor’s store?• Within one hour of flight? Two days?

• 3D cameras/displays• What floor in building? What aisle?• In what direction is consumer facing?• Is it light? Dark?• Augmented reality (true)

• Biometrics• Conversational voice• Gesture-based control

5. be Agile

The emergence and adoption of new mobile technologies and devices will be a certainty. No one — not even Forrester — anticipated how quickly consumers would buy new devices such Apple’s iPad tablet, Amazon’s Kindle, or Microsoft’s Kinect.22 These disruptive devices completely changed how consumers interact with personal technology. eBusiness professionals must stay nimble when it comes to technology and, especially, mobile technology. While no one can predict the next success, eBusiness professionals should be prepared to embrace it with agile organizations, planning processes, and development platforms.23

· Build device-agnostic infrastructure. The iPad may be the most recent disruptive mobile product, but it will certainly not be the last. Consumers will be connected via more devices, with the expectation of consistent state and experience.24 The underlying logic or application layers and data should be flexible enough to support PCs, tablets, phones, and the next new gadget. While the services must be flexible, plan on the need to adapt and create device-specific content, even if it is dynamically generated by a third party, until there is standardization of formats.



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· Develop vendor relationships to support both short- and long-term mobile strategies. As eBusiness professionals are building out the infrastructure and partnerships to support their long-term mobile services needs, using managed services or licensing software in a software-as-a-service (SaaS) model offers the opportunity to test new technologies and get to market quickly. Simple campaigns leveraging SMS or 2D barcodes with mobile landing pages can be provisioned, assembled, and published within a matter of hours. Full websites with commerce capabilities may take eight to 12 weeks in comparison. In either case, services offer a faster time-to-market with the onus of keeping up with handset launches, OS upgrades, and wireless carrier policies left to the vendors. This may or may not be an eBusiness professional’s long-term approach, but it offers the ability to be as nimble as needed now. Agencies may even offer these services, mitigating the need for vendor selection and onboarding.

· Maintain centralized expertise and strategy as mobile usage expands. As with any emerging customer touchpoint, managing and optimizing growth will require an evolving organizational approach. Organizations must be flexible as they accommodate the expansion of mobile. As mobile becomes woven into the full customer communication cycle, each part of the organization will necessarily be involved. Early owners should not become distraught at the loss of control but should facilitate involvement across the organization while maintaining a centralized group responsible for technology, personnel, and overall mobile strategy.

EnDnOTES1 Forrester Research published its first mCommerce forecast in the summer of 2011. The growth of

smartphones and build-out of faster wireless networks has created the potential for excellent experiences on handheld devices. eCommerce professionals are capitalizing on this opportunity by building out mobile services (e.g., applications and mobile websites) to drive both online and offline sales. See the June 17, 2011,

“Mobile Commerce Forecast, 2011 To 2016” report.

2 Forrester has identified consumers’ core needs based on an analysis of years of consumer data and research. For more information, see the February 4, 2010, “What People Really Need” report.

3 Forrester cites many examples of companies that have profited from delivering on all four core needs. One notable example is Apple, with its iPhone. Celebrity endorsements can also be effective, as they help consumers feel connected. See the February 4, 2010, “What People Really Need” report.

4 Companies that have really delivered on meeting a customer need have been well-rated in iTunes. Take, for example, USAA, the first bank in the US to offer remote deposit capture services or the ability to deposit a check by taking a photograph of it with a phone within an application. A Google search of “USAA’s mobile check deposit” returns 1,600 results. The company serves a need by allowing its customers to deposit checks from all around the world without relying on the postal system and has a 4.5-star rating in iTunes. Intuit SnapTax, which allows a user to file a 1040EZ with a simple photo of a W2 form, has a 5-star rating on iTunes.






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5 Facebook has more than 350 million active users who currently access Facebook through their mobile devices. Source: Facebook (http://www.facebook.com/press/info.php?statistics).

6 Companies such as Best Buy benefit from using Twitter as a customer service tool. Twitter facilitates the quick connection of customers or possible customers, with staff answering technical questions or business-related ones on subjects such as inventory, store hours, or product recalls. Source: Josh Bernoff and Ted Schadler, Empowered: Unleash Your Employees, Energize Your Customers, Transform Your Business, Harvard Business Review Press, 2010 (http://www.forrester.com/empowered).

7 Source: Apple (www.apple.com). On September, 22, 2011, Apple claimed the availability of 425,000 applications for its iOS platform. Source: (http://www.apple.com/iphone/apps-for-iphone/).

8 R/GA built a pseudo-augmented-reality application for Converse shoes. The app allowed consumers to try on a seemingly infinite number of combinations of colors and styles. Source: interview with R/GA, September 19, 2011.

9 Forrester defines context as the sum total of what your customer has told you as well as what he or she is experiencing at his moment of engagement. Context includes a consumer’s situation, preferences, and attitude. The availability and nature of contextual information will evolve with time. See the July, 2011,

“eBusiness: The Future Of Mobile Is User Context” report.

10 Forrester outlines the basic tenets of convenience in this report. See the February 6, 2009, “Cracking The Convenience Code” report.

Mobile product and service strategists can learn from our Convenience Quotient analysis to put convenience first when crafting their mobile experiences. Successful mobile services will support ongoing business objectives, such as improving customer acquisition, loyalty, satisfaction, and retention. See the October 14, 2010, “The Convenience Quotient Of Mobile Services: A Facebook Case Study” report.

11 eBusiness professionals looking to evaluate how convenient their mobile services are or to prioritize the proposed features, functionality, content, and services for mobile devices should see the July 8, 2010,

“Creating A Mobile Services Product Road Map” report.

12 Forrester defines context and the evolutionary path it will take in this research. Consumers are using their phones for more and more activities (e.g., starting a car, programming a digital video recorder (DVR), banking, shopping, etc.). The combination of these activities, as well as a growing number of sensors, will offer a phenomenal amount of information about the consumer. See the July 11, 2011, “eBusiness: The Future Of Mobile Is User Context” report.

13 Forrester’s research addresses the impact of digital devices and their ability to help consumers to experience products before purchase, including the ability to overlay digital services on top of physical products. Forrester has adapted this research for consumer product strategy professionals who are designing and developing mobile services. See the October 18, 2010, “How To Prepare For The Era Of Experience” report and see the April 14, 2011, “How To Prepare For Mobile Total Product Experiences” report.

14 Forrester scanned bar codes found in catalogs such as L.L. Bean, Pottery Barn, Williams-Sonoma, and Title Nine.












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15 Nordstrom is deploying mobile checkout devices to more than 5,000 store employees. Source: Kaitlin Mattingly, “Nordstrom Gets Digital: Mobile Check-Out, Geolocation & Apps,” June 22, 2011 (http://fashionablymarketing.me/2011/06/nordstrom-mobile-marketing-strategy/).

16 Forrester interviewed Bain & Company while conducting research about the age of the customer. Bain’s research shows that, in mature markets, “sustainable organic growth comes only from the loyalty of customers.” The research also shows that so-called “loyalty leaders” have a 15% cost advantage. For more details, see the June 6, 2011, “Competitive Strategy In The Age Of The Customer” report.

17 Forrester Research has described the phases of mobile services maturity. See the February 25, 2011, “Mobile Is Not Just Another Channel” report.

18 In the winter and spring of 2011, Forrester conducted research with technology vendors making components for mobile phones. They included manufacturers of displays, processors, and sensors, among other technologies. We also spoke to handset manufacturers. See the April 14, 2011, “How To Prepare For Mobile Total Product Experience” report and see the July 11, 2011, “The Future Of Mobile Is User Context” report.

19 Forrester identified opportunities for brands to use mobile for more than marketing and commerce. See the April 14, 2011, “How To Prepare For Mobile Total Product Experiences” report.

20 The benefits of immediacy, simplicity, and context are part of the convenience that mobile services should offer. See the October 14, 2009, “The Convenience Quotient Of Mobile Services: A Facebook Case Study” report.

21 Forrester Research offers a very detailed road map of how technology in handsets will evolve, as well as the evolution of the use of context. The report also offers very specific guidance to eBusiness professionals to help them through each phase. See the July 11, 2011, “eBusiness: The Future Of Mobile Is User Context” report.

22 The iPad, the Kinect, and the Kindle are creating unforeseen disruption in how users consume media as well as opportunities for consumers to experience products before they buy them. See the January 7, 2011,

“The Three Most Important Consumer Products Of 2010” report.

23 eBusiness professionals must go beyond their multichannel mindset to think about consumer touchpoints. See the March 11, 2011, “Welcome To The Era Of Agile Commerce” report.

24 Among US adults, 105.3 million have at least two connected devices, 79.3 million have at least three connected devices, and 4.5 million have nine or more connected devices. See the January 25, 2011,

“Welcome To The Multidevice, Multiconnection World” report.













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