Gartner will hold the Gartner Customer Strategies & Technologies Summit 2012, June 11 to 12 in London to discuss mobile CRM for excellent customer service and highlight the four key areas companies need to address in mobile application strategy and the ten major mistakes that lead to failure. Organizations should develop a mobile application strategy that enables them to capitalize on the unique opportunities presented by mobile technology, says Gartner.
There are four areas that need to be addressed when developing this strategy:
#1 Demand: what do customers want, what does the business need, what devices and habits do customers have, and what will the competition do?
#2 Supply: innovation is a major challenge, demanding that organizations go beyond "me too" mobile applications. What staff and skills will be needed to manage external partners, and how will they be obtained? What services and partners should be used?
#3 Control: who owns and manages the strategy? How will the strategy be managed? What measurements will be used to track it? ;and
#4 Risks/Issues: what risks and issues are raised by mobility? What could derail the strategy, what other factors will impact it?
According to Gartner, there are also 10 major mistakes that lead to failure of mobile application strategy. The 10 mistakes are:
#1 Violation Of The “Three-Click/Tap/Press” Rule: applications must not use more than three key-strokes to get to the required functionality. Each additional keystroke typically adds complexity and often stops the user from returning to the application.
#2 Difficulty With Ergonomics, Especially Text Input: just because your web content fits onto a laptop browser screen, this does not mean it is suitable for a mobile device. Mobile content needs to be simplified and re-purposed for each user device.
#3 Not Re-using Learned Behaviors, Such As Soft Keys, Navigation: mobile applications need to pick up the user’s habits on the phone. For example, if “autocomplete” was switched off on the phone settings, then don’t use that option in your mobile application because the user clearly dislikes that functionality.
#4 Violating Security 101: as with laptop and desktop applications, mobile applications need to comply with security requirements. Authentication, encryption and secure login should all be part of any mobile application architecture.
#5 Difficulty With Navigation: standard web pages displayed on a mobile device often have content disappearing to the right and off the bottom of the screen. To navigate, users have to scroll left-right and up-down to try and find basic functionality such as the “back” button. Ensure that navigation buttons can be easily accessible at all times.
#6 Burying Most Important Functions: due to the limited screen real estate, mobile application designers must ensure that the most important functionality is right at the start of the navigation journey, as opposed to layering functionality deep down in the application.
#7 Incorrect Or Illegible Display Of Text Or Graphics: many mobile devices are still not smartphones and have limited graphics processing capability. Pushing large graphical images and video text to the mobile device could result in a very poor quality experience for the user.
#8 Inability To Revise Mistakes: few things are as frustrating on a mobile device as trying to get the cursor to the middle of a word or web address to correct a typing error. Always have two “back” buttons, one that erases text and one that does not erase text, but will allow the user the opportunity to correct typed mistakes.
#9 Content Visibility: sunlight is one of the worst enemies of mobile applications, because it often makes the text on the screen illegible. Employ the best practice of “bolding” the most important pieces of information on the screen.
And #10 Resource Inefficiency, Draining The Battery, Excessive Network Round Trips: mobile applications must have a stop-start capability to allow the user to stop an activity or data entry and then return to the same point without having to re-enter all the content.
This capability is needed when the device has to be switched off mid way through a transaction such as when flying or when the battery runs out.
(Gartner Inc., 408-468-8312 , www.gartner.com.)
U.S. mobile operators that offer Apple's iPhone uniformly report hits to their profit margins due to the device, but Yankee Group data reveals a significant silver lining. According to the report "iPhone Conundrum: Profit Drag or Halo Effect?" carrying the iPhone immensely improves customers' overall impression of the operator brand, especially among Apple users . Other OS or device brands--such as Android or Samsung--fail to show a similar impact. "From a financial perspective, the device--or, more precisely, the relationship with Apple that goes with it--carries significant challenges," said Rich Karpinski, Yankee Group senior analyst and author of the report. "But it also brings subscribers in droves as well as significant improvements in how those users view operator brands. With the latest iPad focused strongly on 4G, and an LTE iPhone likely to appear later this year, U.S. operators that find ways to successfully manage the 'i-challenge' will win." According to the report, AT&T boasts the largest iPhone halo effect. Among Apple users, AT&T ranks No. 7 out of 20 top mobile brands. Among all users, it ranks No. 14, Sprint registers immediate gains. While the impact on AT&T's brand grew over time, Sprint's impression scores nearly doubled just in the first quarter selling the device. Verizon, however, has seen little brand impact among core Apple users. Overall, customers seem to value Verizon's brand highly, regardless of the device they use.
(Contact: Yankee Group, Joanne Cummings, Yankee Group Communications, 617/598-7233, firstname.lastname@example.org).
The GPS/GNSS will move beyond cellular and traditional navigation markets for a market worth over $3.3 billion in 2016, according to a new report by ABI Research. The report “GPS IC and Devices Forecasts, Global,” released June 1 provides forecasts of GPS/GNSS ICs and market shares across nine key CE devices. It also provides forecasts for alternative/hybrid location technologies, providing a complete picture of the future location market. According to ABI, GPS/GNSS has always been strongly tied to navigation in the in-car, PND, and cellular space. However, GPS/GNSS is now finding applications in cameras, gaming, and tablets. Furthermore, femtocells and small cells represent huge volume opportunities, with companies like u-blox, Fastrax, and iPosi all developing specific GPS/GNSS solutions to meet the unique requirements of this market. Location technologies such as Wi-Fi, Bluetooth, MEMs, and proprietary technologies from companies such as NextNav and Boeing will all see strong penetration. For example, the tablet market will be dominated by Wi-Fi location over the forecast period. “Ultimately, GPS/GNSS manufacturers will need to combine an increasing number of technologies, supporting ubiquitous indoor and outdoor location,” said Patrick Connolly, ABI Research senior analyst in telematics and navigation. “In 2012, CSR, Broadcom, and Qualcomm have all made announcements around increasing convergence of location technologies in the handset. This will meet the outdoor requirements of today, as well as supporting the emerging precision indoor location market.” The report is part of ABI Research’s Location Platforms and Enablers Research Service.
(ABI Research,516-624-2500 www.abiresearch.com.)
According to a report released by Boston Consulting Group (BCG) and World Economic Forum, the internet economy in the G-20 is expected to increase to $4.2 trillion by 2016. But without effective “trade rules” to ensure the appropriate flow of personal data, this growth could be severely limited. Areas that could be affected include financial services, health care, online retail and marketing, and social media. The study, “Rethinking Personal Data: Strengthening Trust”, suggests that appropriate use of personal data can create enormous value for governments, organizations, and individuals. It can help achieve new efficiencies in business, tailor and personalize new products, help respond to global challenges, and empower individuals to engage in social, commercial, and political activities more effectively. The recent financial-market interest in companies that have amassed vast quantities of personal data is evidence of the potential value that can be unlocked, according to the report. Personal data, however, remains an asset without clear trade rules and, as a result, is at significant risk of not yielding potential value. High-profile security-data breaches are commonplace. Individuals are increasingly concerned about intrusions into their privacy and the possibility of their personal data being used for purposes of which they do not approve. Companies are unclear about what they can and cannot do with personal data and are either standing on the sidelines or forging ahead with an unclear understanding of liabilities and the potential for negative impact on their reputations and brands. Governments are proposing various laws and regulations to protect privacy while also aiming to encourage innovation and growth. “Appropriate use of personal data can lead to new economic value, as the recent valuations of companies that collect and utilize personal data would suggest. And it can foster significant social value, benefiting industry, individuals, and governments alike,” said John Rose, senior partner at BCG. “But data is an asset that needs to flow to create value, and that requires trading rules that balance the interests of all stakeholders.” The question is how to establish a clear, robust set of rules that will enable appropriate data flow and fit the speed at which today’s hyperconnected world moves. There must be clear rules and accountabilities but also sufficient flexibility to deal with a rapidly moving, complex, and uncertain set of needs and opportunities. A copy of the report is available from BCG’s website.
(World Economic Forum, +41 795144139, www.weforum.org; Boston Consulting Group, 617-850-3783, www.bcg.com; www.bcgperspectives.com.)
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