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Forrester Research, Inc., 60 Acorn Park Drive, Cambridge, MA 02140 USA Tel: +1 617.613.6000 | Fax: +1 617.613.5000 | www.forrester.com
Marketing Strategy For The MobileMind Shiftby Melissa Parrish, April 19, 2013
FOR: Interactive
Marketing
Professionals
KEY TAKEAWAYS
The Mobile Mind Shift Is Well Under Way
More and more o your customers will evaluate your company based on the level
o speed and utility you offer. In this environment, meeting their needs in mobilesettings is a marketing imperative.
To Stand Out, Make Your Customer’s Life Easier
Tere are many ways to offer utility. You can become a trusted agent, solve a
customer problem, smooth away obstacles, automate mundane tasks, or fill a need
the customer didn’t realize she had. Don’t think only about your products; aspire to
help in a broader context.
Your Strategy Depends On What Experiences You Offer
Evaluate the requency and quality o your customers’ interactions with your
brand. Ten build a strategy based on where you land: Increase the requency o
interactions; use mobile to build up higher-quality interactions; or partner with
somebody who is already serving your customers digitally.
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FOR INTERACTIVE MARKETING PROFESSIONALS
WHY READ THIS REPORT
Customers are in the midst o a total mind shif. As a result o their perpetual mobile connections, their
expectations have changed. Tey’re not interested in your messaging and logos. Tey want utility, and they
want it now. In the world o the mobile mind shif, a customer expects any desired inormation or service
to be available, on any appropriate device, in context, at their moment o need. Mobile applications are
crucial in this world, as they allow you to create relationships with customers who are outside the reach
o traditional marketing. Your strategy will be different depending on the requency o your customers’
brand experiences and the quality with which you deliver those experiences. Tis report provides specific
strategic recommendations or brands dealing with demanding mobile customers.
Table Of Contents
The Mobile Mind Shift Is Happening Now
Welcome To The Mobile Mind Shift
Five Ways To Serve Perpetually Connected
Customers
Not All Brands Are High Touch, But All Must
Strive To Be
High Quality, High Frequency: Expand YourRelationships
High Quality, Low Frequency: Create ReasonsTo Interact
Low Quality, High Frequency: Improve YourExperiences
Low Quality, Low Frequency: Redefine Service And Partnerships
WHAT IT MEANS
Marketers Will Undergo Their Own Mobile
Mind Shift
Supplemental Material
Notes & Resources
Forrester interviewed 20 vendor and user
companies, including 3M, Barkley, Brown-
Forman, Citibank, Coty, Fidelity, FitNow,
FordDirect, Intent Media, July Systems,
Kimberly-Clark, L’Oreal Paris, Mercedes-
Benz USA, McCann, Mint.com, Neolane,
Razorfish, SapientNitro, Skava, and Time Inc.
Related Research Documents
The Mobile Mind Shift Index
April 19, 2013
Emerging Touchpoints Require A Marketing
Mind Shift
February 19, 2013
The Customer Experience Index, 2013
January 15, 2013
The Always Addressable CustomerSeptember 26, 2012
Marketing Strategy For The Mobile Mind ShiftDelivering Utility At Speed To Perpetually Connected Customers
by Melissa Parrish
with Josh Bernoff, Christine Spivey Overby, Ron Rogowski II, David Truog, Megan
Reinhart, Andia Vokshi, and Jason Knott
2
3
5
12
13
APRIL 19, 2013
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Marketing Strategy For The Mobile Mind Shift 2
© 2013, Forrester Research, Inc. Reproduction Prohibited April 19, 2013
THE MOBILE MIND SHIFT IS HAPPENING NOW
Your customers eel entitled. Tey’ve now been trained to expect that anything they want is instantly
available on their smartphones. Te distance between “I want” and “thank you” has never been shorter.
Why? Because your customers are no longer willing to wait or you to serve them. Now they can:
■ Record the contents o a meal while they’re still eating it. Keeping track o ood consumed is
a key to weight loss. With FitNow’s Lose It app, 13 million consumers log and track every bite,
along with the calories, at, carbs, and sodium in it. oo impatient to pick rom a list? Just point
your phone at the bar code on any packaged ood, and it’s in the log in a flash.
■ Update grocery lists as they’re shopping. Using list and task-sharing apps such as Out o Milk,
one spouse can update the grocery list rom a smartphone while the other spouse is in the store.
■ Name that tune. I Googling lyrics is just too much trouble, hold up your phone to the music,and Shazam will tell you the name o the song — and make it easy to buy.
■ ell people they’re running late. Use wist to create and manage appointment times and
locations, and one click will automatically tell the people you’re meeting where you are and how
long it’s likely to take you to arrive, based on traffic and your own travel habits.
■ View your whole financial lie. With Mint.com, you can view all your investments rom dozens
o accounts and see how you’re doing — or shif investments or spending habits — based on
real-time portolio inormation.
Welcome To The Mobile Mind Shift
Tis change goes way beyond adoption o smartphones. It’s a complete shif in the way people
behave and how they think. As customers become accustomed to accomplishing tasks and finding
inormation instantly, they begin to expect immediate, always available convenience rom every
company they interact with. How did you eel the last time you realized you actually had to call a
restaurant to make a reservation because it didn’t have Openable integration? Were you annoyed
to learn it would be eight months beore the new season o a cable V show would be available on
iunes because o subscriber agreements? Tis is the mobile mind shif, which we define as:
Te expectation that any desired information or service is available, on any appropriate device, in
context, at a person’s moment of need.
Te mobile mind shif is sweeping us up rapidly but unevenly. And not all customers have the
same expectations. In act, the shif is occurring in six stages, rom the totally disconnected to
the perpetually connected. By the time customers are in the most-connected groups, they rely on
technology to make their lives easier. We’ve discovered that:
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■ An elite group o perpetually connected customers leads the shif. We’ve assembled a tool
called the Mobile Mind Shif Index to analyze the shif. Based on our analysis, 22% o US online
adults (ages 18-plus) are in the groups we call Adapters, Immersers, and Perpetuals — consumers
who connect everywhere, requently, on multiple devices.1 Tese consumers, averaging 34 years
old, have household incomes exceeding $95,000 per year, are well educated, and use dozens o
apps every day. I your customer base is rich with these types o people, then getting started with
mobile connections should be an urgent priority.
■ Tese elite customers turn to technology or convenience. More than two-thirds o Adapters,
Immersers, and Perpetuals find online shopping appealing because it’s easier than going to
a store.2 More than one in three Immersers and Perpetuals, ar more than the rest o the
population, tell us they use alternative online payment systems because it’s a hassle to enter their
credit card or checking account inormation every time they make a purchase.
■ Perpetuals will reveal personal inormation in exchange or value. Forty-three percent o
Perpetuals will share personal inormation i they’re receiving loyalty program points in return,
compared with just 28% o US online adults overall. Tey’ll share their ino or aster (27%) and
better (29%) customer service. And 40% will reveal inormation about themselves in exchange
or VIP perks such as coveted reservations and the ability to skip lines, versus just 17% o US
online adults.
FIVE WAYS TO SERVE PERPETUALLY CONNECTED CUSTOMERS
Highly connected consumers are more impatient than ever with traditional marketing. I your
objective is to create more relevance with these consumers, you’ll need a strategy that connects withthem in mobile channels.3 Tey reject inconvenience and interruptions. Tey just want what they
want when they want it. Give it to them, and you’re a hero — and will get their loyalty. Fail to deliver,
and they’ll move on. You must use technology to shorten the distance between what customers want
and what they get. By analyzing many companies that provide high-quality mobile services, we
identified five primary ways you can accomplish this new marketing imperative:
1. Become a trusted agent. As perpetually connected customers continue to amass digital
relationships with more and more brands, it becomes increasingly difficult to manage all the
relationships. Tis creates an opportunity or brands to become trusted intermediaries or
aggregation, filtering, or liestyles.4 Mercedes-Benz USA has taken on this role with mbrace2,
a suite o apps and services that enolds its customers’ multichannel lives in convenience
and security, whether they want to send directions to their car’s computer or have a real-lie
concierge book their next flight (see Figure 1).
2. Solve a customer problem. While shortening the distance between your customers’ wants and
what you deliver, you’re likely to discover some bumps in the process. Fix them to serve your
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© 2013, Forrester Research, Inc. Reproduction Prohibited April 19, 2013
most demanding customers. UPS did this with its My Choice service, which pinpoints package
delivery times on any device. I you won’t be home, you can shif the time so packages won’t sit
unattended, risking thef or weather damage. It benefits the business, too, by reducing wasted
uel due to ailed deliveries. Just over a year afer its debut, there are already 600,000 customerstaking advantage o the service.5
3. Get out o the customer’s way. Within any branded interaction, there’s something the customer
wants and something they have to do to get it. As Rob Schmults o Intent Media says: “When
it’s cold, people want to get warmer. Tey don’t want to touch the thermostat — they just have
to.” Nest’s sel-learning thermostat learns your habits and adjusts automatically. Or consider
how Starbucks and Square have worked together — soon you’ll be able to tap Starbucks in the
Square app beore you arrive at the store, and your name and photo will pop up on the register.
You place your order, and the store charges your account — no swiping, scanning, tapping, or
digging cash out o your pocket necessary.
4. Automate mundane tasks. Relieving the burden o manual tasks saves time, creating a big
opportunity or brands. Learn rom Google’s Google Now. It not only reminds you about
appointments but sends a reminder when you need to leave your current location to get there
in time, complete with GPS directions, traffic reports, and the weather at your destination. And
you never have to ask or any o it.
5. Fulfill a need the customer didn’t even know they had. Brands must start looking or
unknown customer needs today and finding creative ways to ulfill them. ake Krispy Kreme
Doughnuts, which already has a “hot light” in all o its stores, alerting nearby consumers
that resh doughnuts are coming out o the oven. Now Krispy Kreme’s Hot Light app revealswhich nearby stores have hot doughnuts, filling a need that customers didn’t realize they had.
According to Krispy Kreme’s agency, Barkley, by December 2012, the app had been downloaded
more than 230,000 times, and the company reported a 6.8% increase in same-store sales in the
third quarter o 2012.6
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Figure 1 Mbrace2 Serves Mercedes-Benz Drivers, Inside And Outside Teir Vehicles
Source: Forrester Research, Inc.93501
Source: Mercedes-Benz USA website
NOT ALL BRANDS ARE HIGH TOUCH, BUT ALL MUST STRIVE TO BE
Providing speed and utility comes ar more easily to some companies than to others. o evaluate
your own company’s ability to deliver on these promises, ask two things: Do your customers have
requent experiences with your brand, and do customers perceive those experiences to be o high
quality? Ten place yoursel based on where you land on these two axes (see Figure 2).
■ Assess the requency o your customers’ experiences. Include any customer interactions
you provide, including purchases, use, and service, but not advertising. Companies whose
customers interact with them several times a day, daily, or weekly (such as grocery retailers,mobile service providers, and some packaged goods and financial services suppliers) will end up
on the right side o the axis. Tose that offer less-requent interactions (car companies, airlines,
and insurance companies) will end up on the lef side.
■ Rate your customer experience. Te most precise measure o customer experience is Forrester’s
Customer Experience Index (CXi), which indicates i your customers find that your products or
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© 2013, Forrester Research, Inc. Reproduction Prohibited April 19, 2013
services meet needs and are easy and enjoyable to use.7 Companies such as Starbucks and USAA
are on the top end o this scale, while less-popular companies such as cable television suppliers
and health insurers are at the bottom. I your company hasn’t been rated or the CXi, you could
substitute a measure such as Net Promoter or your own customer satisaction surveys.8
As we’ll describe in detail in the sections that ollow, your strategy depends on which quadrant your
company lands in.
1. Frequent, high-quality experiences: Expand beyond apps into technology-agnostic, utility-
based experiences.
2. Inrequent, high-quality experiences: Create reasons or customers to interact with you more
requently.
3. Frequent, low-quality experiences: Use mobile to add more high-quality experiences.
4. Inrequent, low-quality experiences: Reconceive your notions o service and partner with
companies that deliver the best, most requent experiences.
Figure 2 Companies Must Have Frequent, High-Quality Customer Experiences o Stay Relevant
Source: Forrester Research, Inc.93501
Frequency of experiences
Quality of experiences
Starbucks
Bank of America
AppleDisneyUSAA
Mayo ClinicVirgin AtlanticAirways
Comcast
Health insurers
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High Quality, High Frequency: Expand Your Relationships
Brands such as Apple and Starbucks deliver requent experiences that are highly positive, but that
doesn’t mean their work is done. Even perennial customer satisaction winner USAA continues
to expand its relationship by rolling out new mobile eatures such as voice navigation and in-app
acceptance o preapproved credit offers — and brand new experiences such as Auto Circle, which
helps customer find, buy, insure, and maintain used cars. I you deliver high-quality, requent
experiences, as these brands do, and want to maintain your leadership status with perpetually
connected customers:
■ Make offline experiences aster and easier. Disney already offers dozens o mobile apps, rom
standalone games to streaming V and radio apps to apps intended or use in the parks. Soon,
the company will launch a service called MyMagic Plus to help vacationers make the most
out o their theme park experiences. MyMagic Plus will encompass a website, a mobile app,
and a digital wristband that will act as room keys, credit cards, park tickets, and photo passes.Customers will be able book ride times, dinner reservations, character meetings, and even spots
to watch the fireworks, up to two months in advance — and change them on the fly with the
mobile app. Te service will store and collect a lot o personal inormation, but the result will be
a better vacation experience with ar less time wasted figuring out where to go next and waiting
in lines.9
■ Create new ways to get your products into your customers’ hands. We’ve written beore about
the virtual store created by esco Homeplus, the brand’s South Korean division, which lets
shoppers scan product images on subway walls, pay or them instantly, and have them delivered
within 30 minutes o getting home (see Figure 3).10 Te initial three-month test in 2011 was
successul: Online sales went up 130%. By February 2012, esco Homeplus had expanded the virtual stores to more than 20 bus stops, and the application required to use the stores had been
downloaded 900,000 times and was the No. 1 shopping app in Korea.11
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Figure 3 Commuters Order Groceries With Teir Phones, Tanks o esco Homeplus
Source: Forrester Research, Inc.93501
Source: Tesco.com
High Quality, Low Frequency: Create Reasons To Interact
Brands such as the Mayo Clinic and Virgin Atlantic Airways deliver high-quality experiences, but
not on a daily basis. I you’re a brand like this, you need a way to get your perpetually connected
customers to think o you more requently, or you could lose mind share to brands with more-
requent experiences. Stop limiting your thinking to your product, and expand the range o
problems you solve.
■ Find your customers’ everyday needs and ulfill them. Nike sells shoes, apparel, and
equipment, products that may be purchased just a ew times a year. But why do consumers
really need those products? o be better athletes, to improve their perormances, to get fit —
goals that are achieved in increments over time. Te Nike Plus Running app is one o six Nikefitness and athletic apps that allow customers to interact daily. It becomes the runner’s constant
companion by tracking the route, pace, and calories burned. o keep customers motivated, it
gives them audio eedback — cheers rom their riends on social media and encouragement
rom some o Nike’s affiliated athletes. Tis approach is resonating with customers —more than
7 million people are part o the Nike Plus community.12
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© 2013, Forrester Research, Inc. Reproduction Prohibited April 19, 2013
■ Create new types o utility or value or your customers. Even brands whose customers use
their products every day can increase the requency with which their customers think o them.
For example, parents use Johnson & Johnson’s products, such as baby oil and bubble bath, ofen.
o ensure that its products are part o the bedtime routine, the company created its Bedtime
app, which gives parents access to sleep experts, tools to help them learn their babies’ sleep
habits, and a “mommy orum” where parents can learn rom their peers’ experiences. Even more
convenient? Te our-and-a-hal-star app has lullabies and ambient sounds built in to help baby
all asleep (see Figure 4). Now Johnson & Johnson can sell not just baby products but sleep, a
highly valuable product or new parents.
Figure 4 Johnson’s Bedtime App Helps Parents Manage Bedtime
Source: Forrester Research, Inc.93501
Source: Johnson’s Bedtime mobile app
Low Quality, High Frequency: Improve Your Experiences
Brands such as Bank o America and Comcast are in a dangerous position — they disappoint
customers on a regular basis. Fixing their customer experience is a difficult, multiyear effort. But
with mobile applications, they can create a lot more requent, positive interactions to counterbalance
some o the disappointing ones. I you are in this category:
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■ Use mobile to incrementally improve poor experiences. Verizon FiOS gets low customer
experience scores, like many telecom brands — the whole category finds it challenging to keep
customers happy. Verizon’s FiOS app helps create more-positive experiences by allowing FiOS
television and Internet subscribers to watch 75 channels o live V when they’re connected
to their home networks. Te app isn’t perect — this eature launched two years afer it was
demonstrated at a press conerence and still has limitations — but it has succeeded enough to
earn three-and-a-hal stars in the iunes App Store, a big improvement over the poor customer
experience index score the company receives overall (see Figure 5).13
■ Analyze data to land on the right requency. Interacting with your customers many times
a day isn’t a good thing i the interaction isn’t relevant. One drugstore app gets bad reviews
because even though it’s tied to a customer’s loyalty card, it sends daily deals that have nothing
to do with the customer’s purchase history. I the brand started delivering only relevant deals, it
would send ewer alerts, which would save the company money, drive up response rates, andmake its customers think o it more as a utility and less as spam.
Figure 5 Verizon FiOS’s iPad App Has 3.5 Stars
Source: Forrester Research, Inc.93501
Source: ITunes App Store
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Low Quality, Low Frequency: Redefine Service And Partnerships
Brands such as health insurers have a big problem — they deliver inrequent customer experiences,
but when those experiences do happen, they’re typically poor. I you have to improve both the
quality and requency o your customer experiences, you ace a monumental challenge. While you’re
trying to build mobile experiences, brands with higher-requency or better-quality experiences will
be crowding you out o the space on your customers’ mobile devices. Here’s how you can fight back:
■ Create new, high-quality, requent interactions. Overhauling an existing process is
cumbersome, but using mobile to create new experiences outside o those existing processes is
easier. Consider Cigna: It’s still an insurance company and still primarily serves its customers
when they file a claim. But Cigna has subsidized a meditation app to help people reduce stress
or ree. In one ell swoop, it has created reasons to interact more requently, given customers
a ree version o a ormerly paid app rom an outside expert, and is reinorcing a core brand
attribute — all without ripping into existing systems and processes (see Figure 6).
■ Partner up with your category’s digital disruptors. rusted agents will be the way that
customers learn about, purchase, and interact with products. You’ll need a strong partnership
with these agents i you want to stay relevant. o pick the right partners, look or the digital
disruptors in your category.14 FitNow’s Lose It is disrupting the health space and may be a good
partner or pharmaceutical and healthcare brands. Mint.com is disrupting the financial space
and already partners with more-traditional financial services companies. Hotel brands should
consider partnering with Mercedes-Benz to get in ront o its mbrace2 customers.
■ Sponsor utilities, not just media. Paid media isn’t going to disappear, but there will be a major
shif in what it is. Rather than just buying ads on V, online, or in a magazine or sponsoringa live event, brands will have the opportunity to sponsor utility-based interactions that other
brands “own.” Tis is already starting to happen in small-scale, usually offline programs, such
as Samsung’s sponsorship o the mobile charging stations in many major airports. In the uture,
we’ll see more unusual digital utility sponsorships driven by shared missions, even i the link
isn’t obvious. Going on vacation? You’ll have laundry to do when you get home. Te result could
be a travel-booking application sponsored by a laundry detergent brand.
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Figure 6 Cigna Sponsors A Free Version O A Popular Meditation App
Source: Forrester Research, Inc.93501
Source: Cigna’s Relax & Rest mobile app
W H A T I T M E A N S
MARKETERS WILL UNDERGO THEIR OWN MOBILE MIND SHIFT
Fundamental changes in your customers require a corresponding shif in your strategy; those
strategic shifs require different approaches to execute and support them. As companies evolve toserve perpetually connected customers:
■ Marketers will und customer experience projects. Many customer experience
proessionals have difficulty securing budget and executive support or large-scale, big-
impact projects. As marketers roll out comparatively low-cost mobile utilities that
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incrementally improve parts o the customer experience, they’ll collect evidence to lend
support to larger customer experience business cases. Eventually, utility-based marketing
programs will be unded with an express goal o creating a business case or a customer
experience overhaul.
■ Digital agencies will increasingly define the experience, not just the marketing. As
the pace o innovation increases and customer needs become more expansive, marketers
will turn to agencies to develop digital products. Nike Fuel already owes its existence to
a partnership between Nike and its agency R/GA. Now, cable operators are looking to
their agencies to help them evolve their business models to offer premium content to
nonsubscribers.
■ Business-to-business (B2B) marketers will serve their customers’ customers. B2B
marketers will have to analyze how to make their buyers more successul — and that means
considering the needs o the ultimate user. For example, NCR, already supplying the systems
that enable retail businesses’ customer interactions, has now launched a consumer-acing
app that enables restaurant patrons to use mobile phones to order their avorite items, pay
their bills, and leave eedback. Te app automatically passes data back to the point-o-sale
system, putting the consumer in control and delivering efficiencies or the restaurant.
■ Companies that don’t evolve will ace shrinking profitability. Brands that don’t make
changes now will be chasing the mobile mind shif as it affects greater portions o the
population. Tey will need to rely more heavily on advertising, which will increasingly
appeal only to customers with less buying power. Not only will current profits all but the
brands’ ability to be profitable in the uture will decrease, as the only customers to whomthey will still be relevant will be in the oldest demographics.
SUPPLEMENTAL MATERIAL
Methodology
Forrester conducted the North American echnographics® Retail Online Benchmark Recontact
Survey, Q3 2012 (US), an online survey fielded in August 2012 o 4,631 US individuals ages
18 to 88. For results based on a randomly chosen sample o this size (N = 4,631), there is 95%
confidence that the results have a statistical precision o plus or minus 1.4% o what they would be
i the entire population o US online individuals ages 18 and older had been surveyed. Forrester
weighted the data by age, gender, income, broadband adoption, and region to demographically
represent the adult US online population. Te survey sample size, when weighted, was 4,555.
(Note: Weighted sample sizes can be different rom the actual number o respondents to account
or individuals generally underrepresented in online panels.) Please note that this was an online
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survey. Respondents who participate in online surveys have in general more experience with the
Internet and eel more comortable transacting online. Te data is weighted to be representative or
the total online population on the weighting targets mentioned, but this sample bias may produce
results that differ rom Forrester’s offline benchmark survey. Te sample was drawn rom memberso Marketools’ online panel, and respondents were motivated by receiving points that could
be redeemed or a reward. Te sample provided by Marketools is not a random sample. While
individuals have been randomly sampled rom Marketools’ panel or this particular survey, they
have previously chosen to take part in the Marketools online panel.
Companies Interviewed For This Report
3M
Barkley
Brown-Forman
Citibank
Coty
Fidelity
FitNow
FordDirect
Intent Media
July Systems
Kimberly-Clark
L’Oreal Paris
McCann
Mercedes-Benz USA
Mint.com
Neolane
Razorfish
SapientNitro
Skava
ime Inc.
ENDNOTES
1 o analyze how ar people have shifed, we created the Mobile Mind Shif Index (MMSI), which segments
people into six categories: Disconnecteds, Dabblers, Roamers, Adapters, Immersers, and Perpetuals.
Companies whose customers have above-average MMSIs and who have more than 35% Adapters,
Immersers, and Perpetuals must move urgently to deliver on their customers’ mobile expectations. See the
April 19, 2013, “he Mobile Mind Shit Index” report.
2
Source: North American echnographics Retail Online Benchmark Recontact Survey, Q3 2012 (US).3 Objectives are at the center o our POS ramework or mobile strategy. See the May 10, 2012, “A
Systematic Approach o Mobile Strategy ” report.
4 People can’t successully manage numerous digital relationships on their own, and even the most well-
meaning o brands can’t sel-regulate to avoid a cacophony o ads and intrusions. Enter a new type o
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FOR INTERACTIVE MARKETING PROFESSIONALS
Marketing Strategy For The Mobile Mind Shift 15
© 2013, Forrester Research, Inc. Reproduction Prohibited April 19, 2013
intermediary: agents that intelligently curate the experience and, in doing so, mediate relationships between
brands and customers. See the February 19, 2013, “Emerging ouchpoints Require A Marketing Mind Shit”
report.
5 Source: peter251, “UPS — MyChoice,” Case Studies, Ogilvy, 2012 (http://www.nycasestudies.
com/?portolio=ups-mychoice).
6 Source: “Krispy Kreme — Hot Light App,” Barkley Explore Blog (http://blog-barkleyus-com.s3.amazonaws.
com/wp-content/uploads/2013/02/KrispyKremeCaseStudyIFA.pd); “Krispy Kreme Reports Financial
Results For Te Tird Quarter O Fiscal 2013,” Krispy Kreme Doughnuts press release, November 9, 2012
(http://investor.krispykreme.com/phoenix.zhtml?c=120929&p=irol-newsarticle&ID=1760385).
7 Forrester’s research shows that improving customer experience can have an enormous positive impact on
a firm’s bottom line. o measure whether or not customer experience is improving at major US companies,
we created Forrester’s sixth annual Customer Experience Index (CXi). See the January 15, 2013, “he
Customer Experience Index, 2013” report.8 Net Promoter, Net Promoter Score, and NPS are registered trademarks o Bain, Fred Reichheld, and
Satmetrix Systems. Source: Bain (http://www.bain.com/search.aspx?q=Net+Promoter); Satmetrix Systems
(http://www.satmetrix.com/).
9 Source: om Staggs, “aking the Disney Guest Experience to the Next Level,” Disney Parks Blog, January
7, 2013 (http://disneyparks.disney.go.com/blog/2013/01/taking-the-disney-guest-experience-to-the-next-
level); Shannon Hori, “Disney Magic Spreads With Electronic MagicBand Bracelet,” CBS Miami, January 8,
2013 (http://miami.cbslocal.com/2013/01/08/disney-magic-spreads-with-electronic-magicband-bracelet/);
Brooks Barnes, “At Disney Parks, A Bracelet Meant to Build Loyalty (and Sales),” Te New York imes,
January 7, 2013 (http://www.nytimes.com/2013/01/07/business/media/at-disney-parks-a-bracelet-meant-
to-build-loyalty-and-sales.html).
10 esco Homeplus’ virtual stores have been discussed in previous Forrester reports. See the December 12,
2011, “Beyond ablets: he Next Five Computing Form Factors o Watch” report and see the May 3, 2012,
“Brand Building In he 21st Century ” report.
11 Source: “esco Homeplus expands number o virtual stores,” esco press release, February 7, 2012 (http://
www.tescoplc.com/index.asp?pageid=17&newsid=593).
12 Source: “Te New Nike+ Running Experience: Smarter, More Social, More Motivational,” Nike press release,
June 21, 2012 (http://nikeinc.com/news/nikeplus-experience).
13 We evaluated Verizon FiOS as part o our 2012 Customer Experience study. Verizon FiOS (V service
provider) scored a 63, placing it in the “poor” category. See the January 15, 2013, “Customer Experience
Index, 2013” report.
14 Forrester’s new book provides a complete description o the phenomenon o digital disruption. Source:
James McQuivey, Digital Disruption: Unleashing the Next Wave of Innovation, Amazon Publishing, 2013
(http://www.orrester.com/marketing/books/digital-disruption.html).
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