Forces Driving the Digital Transformation Era

  1. Hardware
  2. Software
  3. Networks (cables, wireless and human)
  4. Societal and industry comprehension
  5. Democratization of technology at scale (low costs & mass adoption)
  6. Moving beyond human time to digital time 
  1. Computers & Moore’s Law
  2. Memory and data storage
  3. Mass adoption of PCs and laptops
  4. Local Networks
  5. ERPs
  6. The internet
  7. Mobile networks and mobile phones
  8. GPS
  9. Mass global adoption of wireless devices (laptops, mobile phones, tablets, smartphones, wearables, sensors)
  10. Proliferation of websites and online activity
  11. Rapid adoption and expansion of online and mobile databases and search
  12. Rapid adoption and expansion of online marketplaces and reviews
  13. Rapid adoption of online and now mobile payments
  14. The transformation from physical to digital (think retail stores to e-commerce, and now m-commerce)
  15. Move from paper documents to digits
  16. Rapid expansion of embedded computers
  17. Rapid adoption and proliferation of mobile apps and the mobile web
  18. Online gaming
  19. Rapid transformation from traditional marketing to digital and mobile marketing
  20. Rapid addition of smartphone enabled sensors
  21. Rapid evolution and adoption of online social networks, social media sites and content sharing
  22. Online classified sites (e.g. Craig’s List)
  23. Rapid emergence of the sharing economy (e.g. Airbnb, Uber, etc.)
  24. Rapid adoption of online education services
  25. Rapid adoption and expansion of online entertainment movies, TV programs and streaming music
  26. Wearables
  27. Cloud computing
  28. Rapid emergence of cloud based platforms for everything
  29. Internet of Things
  30. Industrial Internet (telematics, smart grids)
  31. Proliferation of analytics and reporting
  32. Mobile wallets
  33. Development of advanced algorithms
  34. Artificial intelligence and machine learning
  35. Augmented reality
  36. Robotic process automation
  1. Digital Transformation Requires Agility and Energy Measurement
  2. A Doctrine for Digital Transformation is Required
  3. The Advantages of Advantage in Digital Transformation
  4. Digital Transformation and Its Role in Mobility and Competition
  5. Digital Transformation - A Revolution in Precision Through IoT, Analytics and Mobility
  6. Competing in Digital Transformation and Mobility
  7. Ambiguity and Digital Transformation
  8. Digital Transformation and Mobility - Macro-Forces and Timing
  9. Mobile and IoT Technologies are Inside the Curve of Human Time
 [1] Not a definitive list
************************************************************************
Kevin Benedict
Senior Analyst, Center for the Future of Work, Cognizant Writer, Speaker and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

A Digital Transformation Doctrine is Required

  1. Who am I?
  2. What are my objectives or missions?
  3. What are my strengths and weaknesses?
  4. What is the nature of my competition?
  5. How do I prepare to compete?
  6. What methods do I employ to compete and win?
Follow me on Twitter @krbenedict
************************************************************************
Kevin Benedict
Senior Analyst, Center for the Future of Work, Cognizant Writer, Speaker and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Digital Transformation - A Revolution in Precision Through IoT, Mobility and Analytics

Fog of War
Sensors allow us to digitally monitor our physical world, and take real-time action on the data from afar.  Plant managers, in fact, can manage multiple manufacturing locations around the world in real-time via sensors and Internet connectivity.  Drone pilots in the Nevada desert; project military force by flying combat missions around the world via sensors and remote control.  Trucking companies can track and manage, via telematics, thousands of trucks, trailers and their cargo all across the country in real-time.  As automation increases due to advances in sensors, bandwidth, artificial intelligence, algorithms and machine learning - precision becomes not only possible, but also all-important.

The “fog of war” describes a chaotic and competitive environment filled with unknowns, uncertainty and imprecise data.  In a not so distant past, military leaders suffering in the "fog of war," desperately sought answers to four key questions:

  1. Where are my enemies?
  2. Where are my friends?
  3. Where are my forces?
  4. What are their strengths?

These unknowns and uncertainties impacted the strategies and tactics military leaders employed. Their focus, and many of their resources, were dedicated to defending against the unknown.  Today mobile apps, sensors and analytics are reducing the “fog of war” in many industries and markets by making more of it “known.”  How then is the revolution in precision transforming businesses and strategies today?

Many companies have not evolved from antiquated business models based on the “unknown and imprecise”, and continue to throw good money after bad by following "estimate-based" models. Sears’ reported this quarter that their sales decreased, and on-hand inventories increased.  These numbers seem to reflect an estimate-based model lacking precise market knowledge.

Many companies continue to follow old school estimate-based models and business case studies that don’t incorporate the availability of massive quantities of real-time data available today.  They have yet to change their strategies and tactics to support the new precision models.

The retailer Macy’s, is also facing a challenging quarter. In response they announced a new business strategy focusing on individual customers and personalizing their experiences (read more on personalization in Cutting Through Chaos in the Age of Mobile Me).  In the past Macy’s focused on selecting inventory and marketing to “regions,” not “individuals." Macy’s regional approach highlights the challenge many companies face exploiting precision data. Edward Deming, the father of quality improvement, once said, “The big problems are where people don't realize they have one in the first place.”  But in this case it seems Macy’s recognized the problem.

Mass marketing to regions is the antithesis of precision.  It is an “estimate-based” strategy formulated in a time when there was inprecise data.  It is not a strategy for today.

Ignoring today’s “revolution in precision” is like a manufacturer ignoring the “continuous quality improvement” (CQI) movement over the past 60 years. CQI is the process-based, data-driven approach to improving the quality of a product or service. It operates under the premise there is always room for improving operations, processes, and activities to increase quality. CQI teaches the importance of measuring everything and working with precise data to document reality and to recognize progress. The American automobile industry tried ignoring CQI for many years and suffered the consequences, while the Japanese auto industry excelled at quality. In another classic quote from Edward Deming, he said, “It is not necessary to change. Survival is not mandatory.” Taking advantage of precision is a must if surviving is in your plan.

The revolution in precision we are experiencing today is the result of our ability to precisely measure, in real-time, all kinds of new things that impact our business as a result of the Internet, mobile devices and connected sensors. These developments make precise data available from all corners of the globe in real-time. Precise data today makes traditional estimate-based business models, strategies and tactics obsolete.

Follow me on Twitter @krbenedict

Watch my latest video at https://www.youtube.com/watch?v=Oi1GJC_1Ddk&feature=youtu.be
************************************************************************
Kevin Benedict
Senior Analyst, Center for the Future of Work, Cognizant Writer, Speaker and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Competing in Digital Transformation and Mobility

The C suite must understand the battle they are fighting before they can develop and implement a winning digital transformation strategy.  The commercial battlefield is data, and the effectiveness and speed of competitors’ information logistics systems will make all the difference.  The C suite’s overall doctrine must be achieving information dominance in their target markets.  
  1. Collecting data
  2. Transmitting data
  3. Securing data
  4. Normalizing data
  5. Storing data
  6. Analyzing and reporting on the data
  7. Understanding the meaning and impact of the data
  8. Driving decisions based on the meaning of the data
  9. Acting on the data (manual or automated) to achieve competitive advantages
************************************************************************
Kevin Benedict
Writer, Speaker, Analyst and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Digital Transformation and Mobility - Macro-Forces and Timing

Economies are changing.  Industries are changing. Markets are changing. Consumers are changing and shopping differently. As competitive advantages evolve into market standards, areas of competition move. Today we see fields of competition move to data utilization and digital transformation initiatives. When considering how your company needs to digitally transform, there are three very important questions to ask:

  • How am I defining digital transformation?
  • What is motivating me to digitally transform?
  • Why should I digitally transform now?

As a definition for digital transformation I use - rethinking, redesigning and restructuring technology and business models to more quickly and effectively respond to and engage employees, partners and customers in digital environments.

To answer the questions about motivation, I propose there are eight key forces at work today that are motivating digital transformation:

  1. Real-time mobile apps and data
  2. Real-time sensor data (IoT)
  3. Real-time analytics
  4. Real-time situational awareness
  5. Real-time business operational tempos
  6. Real-time intelligent process automation  
  7. Real-time contextual understanding
  8. Real-time personalization of user experiences

There is an obvious theme here, “real-time.”  Real-time, as a mainstream requirement, first gained importance with the advent of the Internet and e-commerce, and then exponentially increased in importance when mobile devices connected to the Internet.  Today mobile commerce represents 34% of the global e-commerce market, but by 2018 it is expected to represent 47% and these consumers are impatient.  These consumers are mobile, and the context of their mobile searches and app usage changes second by second as they move throughout their day.  Real-time context is key to a successful user experience in this environment, and businesses with consumer facing mobile apps need to be moving toward real-time now.  That is not easy.

As competition increases and the sophistication of mobile apps grow, so also does consumer expectations.  Today mobile apps needed to be personalized in real-time, contextually relevant, and mobile payments and wallets supported.  These requirements break IT. Traditional IT environments are not meant for such speeds.  Business processes are not designed for real-time operational tempos.  Humans are not capable of scaling up to process, analyze and understand millions of data transactions daily.

As businesses recognize “real-time” requirements are not going away, and that “real-time” is mandatory to compete, they must take inventory of their existing IT environments and take the necessary steps to digitally transform.

Today’s competition takes place around data and speed.  The winners of a digital tomorrow will invest in five key areas:

  1. becoming a data-driven business
  2. improving the quality and speed of their information logistics systems
  3. achieving real-time operational tempos
  4. redesigning and rearchitecting for business agility
  5. utilizing real-time contextually relevant data to personalize digital user experiences

Businesses must recognize the demand for real-time operational tempos is only going to increase and this requires strategy, action and a budget.

Follow me on Twitter @krbenedict
************************************************************************
Kevin Benedict
Writer, Speaker, Analyst and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Fast Tempos and Digital Transformation

What matters most is the tempo of change.” ~ John Boyd

Few businesses would argue that data collection and analytics are not important to their current and future success.  Data can provide situational awareness, enhanced customer service and more personalized experiences.  It also supports vigilance and the ability to recognize both problems and opportunities early.  The problem, however, is not many enterprises can act on the data fast enough to matter.

In most companies, organizational structures, decision-making processes, business models and business cultures aren’t nimble enough to change at a tempo fast enough to capture competitive opportunities and respond to challenges.  In today’s world of digital transformation and fast changing mobile and online consumer behaviors (see Cutting Through Chaos in the Age of Mobile Me), businesses must be as nimble as their customers, or they risk losing market share to a nimbler competitor.

The First Law of Thermodynamics states, "energy can be changed from one form to another, but it cannot be created or destroyed.”  In a business context that means if energy is being used to resist change, then it is not available for making change.  Change is difficult.  The default mode for most organizations and people is to resist change.  In order to overcome this resistance, a new reality must be created.

Companies need to transform in order to minimize resistance and reward behaviors and environments that support a fast tempo of change.  Companies that can support a fast tempo of change have a big competitive advantage, while those that can’t risk obsolescence.

The military strategist John Boyd found some fighter planes with poorer performance numbers on paper were actually better in competition because they could transition at a faster tempo.  The ability to change directions quickly trumped speed and performance.  There are lessons there for businesses.

************************************************************************
Kevin Benedict
Writer, Speaker, Analyst and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Mobile and IoT Technologies are Inside the Curve of Human Time

Follow me on Twitter @krbenedict
************************************************************************
Kevin Benedict
Writer, Speaker, Analyst and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

The Role of Sensors, Real-Time BI, Big Data and Personalization in Mobile Commerce: The Report and the Video

I just completed a video that accompanies my latest research on mobile consumer behaviors, and the strategies retailers must implement.  If you design, develop or deploy customer facing apps, this content is relevant and important.


************************************************************************
Kevin Benedict
Writer, Speaker, Analyst and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Human Thinking vs Technology - Digital Intrusions

In a world filled with millions of instances of hyper-stimulating digital content - thinking, learning and the development of intellectual assets suffer.  In a recent article I authored titled, It’sTime to Make Technology Disappear, I shared that technology has increasingly become a hindrance to my thinking, a distraction to thoughtful, productive work. I love technology, but it has reached the point where it has overwhelmed my senses, and I doubt I am the only one.

Thoughtful thinking, and by that I mean thinking that utilizes analysis, comparisons, judgment, creativity, planning, forecasting and imagining requires dedicated time to ponder, formulate and connect ideas and thoughts.  These activities require a mental focus void of interruptions.

I had the opportunity to manage teams of programmers for many years.  You quickly learn that quality programming requires dedicated time absent from distraction.  I read once that programmers, if interrupted, take 20 minutes to fully return to the level of mental concentration they had before interruption.  This is one of many reasons I turn off nearly all sound and visual alerts on my laptop and mobile devices.  It is hard enough focusing my own brain for long periods of time, let alone being bombarded by digital distractions. 

In our personal multi-screen lives filled with alerts, notifications, reminders, news flashes, advertisements and 24x7 communications via smartphones and social media, it is easy to lose the storyline we each want for our own lives.  Our personal storyline is our past, present and future.  It is the story we want our lives to tell.  Recognizing our past storyline, determining how we want to change, and then ensuring we are taking the necessary steps to live it, takes focused thinking and time – all things we quickly lose under the onslaught of digital glimpses and instances.

In our professional lives we often have specific and routine deliverables, plus the increasing request to help our employers innovate, create, invent and digitally transform.  Our routine deliverables and tasks often benefit greatly from technology that improves productivity (and by the way can often be done by robots), but unless we can “make technology disappear” into the background, it inhibits our human ability to think thoughtfully about important future business and digital transformation issues.  If we are to claim and protect our humanity amongst all of the digital distractions, we are going to need to figure out a way to control both our technologies and ourselves.
************************************************************************
Kevin Benedict
Writer, Speaker, Analyst and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

It's Time for Technology to Disappear

In 2015, technology reached the tipping point for me, it moved from the efficient column, to the inefficient column, from a pro to a con, from a help to a hindrance. You can hear it in every complaint about how email messages are overwhelming our day, interfering with priorities, impacting our schedules, hurting our productivity and forcing more of us to take our work home at night and over the weekend.

In 2016, technology needs to disappear into the background, while productivity and purpose should be the siren's call. We have approximately 700,000 hours between our birth and our death. About 350,000 of those hours are spent in our careers. How many of those hours do we want to waste on poor technology experiences? I propose the following technologies must disappear, and by disappear I mean fade into the background:
  1. We shouldn’t have to read through hundreds of useless email messages to find the three necessary to complete our job. Communications need to change and email must disappear behind a veil of utility and productivity.
  2. We shouldn’t have to check dozens of different locations, apps and websites to communicate with our work colleagues and friends. All of these various collaboration and communication platforms need to disappear into a consolidated and efficient aggregated solution like Slack.
  3. Communication technologies should disappear into the background, and the quality and utility of the message improved by technologies.
  4. Email and meeting driven schedules must disappear, in favor of schedules that honor purpose and deliverables. This may mean prioritizing thinking time and mental productivity. Scientists agree that the creative parts of our minds work better at different times of the day. Those times need to be reserved, blocked and honored on schedules, to optimize their utility.
  5. The requirement to develop, store and retrieve dozens of different passwords and user names must disappear. The ability to accurately authenticate a user must become more efficient and secure.
  6. Trivial messages and alerts from hundreds of different sources arriving 24 hours a day must disappear. Trivial messages and an urge to immediately respond must not be allowed to negatively impact our thinking, creating, planning, sleeping, loving, relationship building, driving and the handling of dangerous equipment.
  7. On-premise IT solutions, hardware and apps that serve to distract from the business, and offer no additional business value, competitive advantages or market agility must disappear into the cloud.
  8. The 200+ mobile applications on my iPhone must disappear into an artificial intelligence engine (think advanced Siri) that will access their functionality and assist me even before I ask.
  9. Mobile applications that are not personalized, and are not contextually relevant should disappear. I don’t care what you sell, if I am not interested, or it is not relevant to me, I don't want to see it.
  10. The routine process work I do on my computer must go away. Intelligent process automation should be pushed down to individuals. An AMX mobile app should process my expenses without me. It should only alert me to exceptions, not the routine.
  11. Everyone agrees that ideas, creativity and innovation are critical to the success of businesses, but technologies today are more often a hindrance than help in these efforts. Technologies and the use of technologies that hinder creativity and innovation must disappear.
In the lifecycle of technologies, there is a time when users are enthralled and distracted by the technology itself, we are there today, but these times must quickly pass and the technology must disappear into the background. In the year 2016, it should be all about making 2015’s technology disappear.  

The challenge with making technology disappear, is it is hard, time consuming and expensive.  Adding a layer of artificial intelligence, that can analyze data, understand context and personalize an experience is complex and hard, but that is how technology disappears.
************************************************************************
Kevin Benedict
Writer, Speaker, Analyst and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Time, Speed and Space - Mobile vs. Static Apps

Most of today’s technology was designed and developed for static, stationary environments.  Even today, in a mobile world, mobile apps are most often developed based on assumed static endpoints.  Why is that a problem?  We are rarely static people.

Let’s consider two people in a vehicle.  The driver, assuming they use their smartphone only when safely parked, searches for places, locations and directions based on a static starting point.  However, if the person searching for places, locations and directions is a passenger in a moving car, a different set of information is appropriate.  One based on movement, speed, direction, intersections, changing distances, etc.  How should those variables change the way mobile apps are designed?

If you want to meet up with friends or family members who are travelling, in transit, or commuting, today’s mobile apps require you to select a stationary physical address in order to provide a map and direction.  Mobile apps designed with static assumptions are not going to help you coordinate an intersection point based on time, space and speed.  What if you want to meet as soon as possible to exchange children after a soccer game?  Today’s apps are not going to help.

What if you want to meet up with a mobile business?  Someone who sells handmade jewelry or crafts at different locations everyday?  Wouldn’t it be useful to search and find a real-time and accurate address, rather than a static, out of date, physical address?

If you are working outdoors, or in a hardhat industry, you will often need to coordinate with contractors and subcontractors bringing specialized equipment and materials to a jobsite.  Often these moving parts must all come together at once in order to complete a project.  Wouldn’t it be useful if your project management software were using real-time dynamic information (GPS, IoT sensors, mobile apps, etc.) that utilized real-world times, space and speeds to update schedules dynamically?

Calendars apps assume static locations and times, but is that how the real world works?  What if we assumed constant motion, changing variables, obstacles and dynamic schedules?  You know, like in the real world.  How would your mobile calendar apps behave differently?

A transformation in thinking and design needs to take place, one based on the real world, rather than on static models.
************************************************************************
Kevin Benedict
Writer, Speaker, Analyst and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

My Best Articles on Mobile Commerce Strategies 2015

In 2015, a master strategy for mobile commerce emerged.  Mobile apps need to be personalized, but that is not enough. Personalization without context, relevance, value to the customer and permission is just creepy and/or obnoxious.  We recognized a new kind of partnership is required between customers and trusted vendors.  One that requires a deeper level of earned trust, and one that provides mutual benefits through the sharing of data.  We call this relationship a MME Data Partnership.

Parts of MME Data Partnerships can be found within many existing loyalty and rewards programs.  Although the purpose is rarely understood.  These programs define how the collection and use of specific data will be used to provide mutual benefits.  It is an overt agreement by both parties to share and use data in return for defined rewards.  Within a MME Data Partnership we found three types of data, we call 3D-Me, are needed to optimize a mobile user experience:
  • Digital data - online and mobile activities and behaviors
  • Physical data - Sensor and IoT 
  • Personal data - MME Data Partnerships
For each of these categories purposeful strategies need to be developed and implemented to collect, analyze and utilize the data in order to provide the best experiences for customers.

Personalization, as we have learned, is not enough. Personalization needs to be combined with CROME Triggers (contextually relevant opportunities, moments and environments), which are bits of data that when collected and analyzed in real-time, identify the need for specific and relevant personalized content.

All of these strategies and more are discussed in "The Best of Mobile Commerce 2015" articles listed below:
  1. Strategies for Personalizing Mobile Apps
  2. Special Report: Cutting Through Chaos in the Age of "Mobile Me"
  3. Mobile Strategies for Combining IoT, CROME, 3D-Me and Artificial Intelligence
  4. Mobile Commerce Strategies and CROME Triggers
  5. What Does the Age of Mobile Me - Mean for Retailers?
  6. Mobile Commerce Strategies and Tactics
  7. Retail Evolution, Mobile Experiences and MME Strategies
  8. Mobile Commerce, Speed and Operational Tempos, Part 1
  9. Mobile Commerce, Speed and Operational Tempos, Part 2
  10. Mobile Commerce, Speed and Operational Tempos, Part 3
  11. Latest Research on Mobile Commerce Trends and Strategies
  12. The New Mobile Consumer - Latest Research
  13. Mobile Consumer Behaviors - The Questions to Ask
  14. Video: Age of Mobile Me
Download the full report, "Cutting Through Chaos in the Age of Mobile Me" here: http://www.cognizant.com/InsightsWhitepapers/Cutting-Through-Chaos-in-the-Age-of-Mobile-Me-codex1579.pdf.

************************************************************************
Kevin Benedict
Writer, Speaker, Analyst and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Instantly Personalizing Mobile Apps - Cutting Through Chaos

Unique Consumers and Unique Profiles
Smartphones, laptops, PCs and in-store visits have made path-to-purchase journeys very complex and confusing for online retailers to recognize and support.  Consumers can search and discover products and services using a smartphone on their way to work.  In the evening they can pull out a tablet and engage in immersive research while laying in bed.  They may decide to review some more on their desktop at work, then at lunch time stop at a brick and mortar store to look at the product in more detail.  That evening, they purchase the product online using a laptop.  How is a retailer or e-tailer going to cut through this chaos and recognize individual consumers and their needs along their path-to-purchase journey?

In our research at Cognizant's "Center for the Future of Work" we found online shoppers use different devices for different categories of products.  In fact, 56% of online shoppers use multiple devices on many online path-to-purchase journeys.  On the go search and discovery is often initiated on smartphones, immerse research on tablets, while completing transactions on laptops is a common pattern.

Some products consumers are comfortable purchasing on a smartphone, others not.  We found online shoppers of different ages exhibit markedly different shopping behaviors.  We found significantly different online shopping behaviors between those with different education levels, genders, ethnicity and technology preferences (laptop/desktop vs. mobile).

Our findings reveal these variables, all added up, equate to thousands, if not millions of different combinations of needs, preferences, unique activities and behaviors.  These unique set of variables we call Mobile Me Profiles (MME-Ps), require different personalized content, at different times and locations, for each consumer in order to provide an optimal experience.  In this age of "mobile me" where customers demand personalized and relevant user experiences, it is necessary to identify these differences, precisely and instantly.

If you are going to compete and win in mobile commerce today, you must target markets of one.  It is no longer an effective strategy to treat your customers as one homogeneous market of unknown consumers.  In today's world of mobile commerce, where devices are intimate extensions of unique individuals, knowing those individuals, as individuals is key.

Read more on how to deliver these strategies in my new report, "Cutting Through Chaos in the Age of Mobile Me."

Download the report here http://www.cognizant.com/InsightsWhitepapers/Cutting-Through-Chaos-in-the-Age-of-Mobile-Me-codex1579.pdf.

************************************************************************
Kevin Benedict
Writer, Speaker, Analyst and World Traveler
View my profile on LinkedIn
Follow me on Twitter @krbenedict
Subscribe to Kevin'sYouTube Channel
Join the Linkedin Group Strategic Enterprise Mobility
Join the Google+ Community Mobile Enterprise Strategies

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and digital transformation analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Featured Post

Leadership Advice from a Futurist - A Reading

Leadership is hard.  So for all the leaders and want-to-be leaders out there, here is some advice that I hope you will find useful. ***...