00:33 “Smartphone owners check their phones over 150 times a day.”
Kleiner Perkins Caufeld and Byers, 2013 Internet Trends Report
00:37 “The average application session, which means opening an app to closing it, lasts little more than one minute, or 71.56 seconds.”
Falling Asleep with Angry Birds, Facebook and Kindle –
A Large Scale Study on Mobile Application Usage
01:28 “The average app loses 77% of its Daily Active Users (DAUs) within the first 3 days after the install.”
02:45 “41% Stated intrusive advertising as the main reason for uninstalling apps.”
03:08 “Over 86 percent of our time on mobile devices is spent inside of native apps, just 14% of your time is spent in mobile web browsers”
03:50 “Global m-commerce is set to reach $300 billion in 2016, and is set to reach over $980 billion by 2020”
PayPal, Ipsos, Technavio
04:15“Gen Z customer’s demand highly personalized interactions, value quality over price and want to be engaged with your brand across all channels”
On mobile the screens might be small….but the expectations are huge.
5-Star mobile first companies are helping your customers to DO more but are also leading them to EXPECT more from companies like yours.
If you’re not showing up for customers in their moment of need you will lose out to savvy competitors or entrepreneurial disruptors.
In the next few minutes I’m going to teach you how you can exceed these expectations and Win The Moment.
Did you know that...
“Smartphone owners check their phones over 150 times a day”
“The average application session lasts just over 1 minute”.
These brief sessions are driven by where people happen to be, what they are doing, and what they are thinking in the moment.
When we act on our needs in the moment, our expectations are massive and our patience levels are extremely low.
“Google calls these Micro Moments. They relate to a point in time when as Google puts it “we turn to a device to to take action on whatever we need or want right now.”
Each moment is a critical opportunity for us to address customer needs, improve their life and win their loyalty.
Let’s take a look at why there is such a big disconnect between what consumers want and what most companies are providing.
1) Not Being Useful - Most companies designing mobile experiences, focus far too much on their own objectives. Little thought is given to what customers would find useful in each mobile moment.
So it’s really no surprise that…
“The average app loses 77% of its Daily Active Users (DAUs) within the first 3 days after the install”
The apps that are most successful, also happen to be the the apps that are most useful. You only get permission to stay on their device if you honor the mobile moment and provide value.
Are you being useful to customers in their moment of need? If the answer is no, you could be losing millions of dollars in opportunity.
As Jay Baer says..“The Better Approach to marketing is to be useful. People will treat you differently, they will treat you as they treat their friends. We keep useful.
2) Not Being Relevant
To compound the problem of developing a sub optimal mobile experience, most brands make a bad situation worse by campaigning customers too frequently with offers, promotions and coupons.
Most mobile moments happen when your customers are posting a photo to Instagram or are sending a WhatsApp to a loved one. In these moments they aren’t looking to engage with your brand, so when you butt in it can seem pushy, distracting or irrelevant.
Rather than discovering their customer’s moments of needs, many companies abuse push in the hope that one of their promotions will stick.
“In a recent survey, 41% stated Intrusive Advertising as the main reason for uninstalling apps.”
3) Not Being Quick.
On top of not being particularly useful or relevant, in the moments that a customer wants to use your product or service, many companies are guilty of what we call “shrink and squeeze mentality.
While many companies feel that it is sufficient to have a mobile-friendly website, the fact is that
“Over 86 percent of our time on mobile devices is spent inside of native apps, just 14% of your time is spent in mobile web browsers”
Transferring your existing linear process, old web thinking and maybe even HTML to mobile will result in a huge amount of friction in the customer journey. It is said that if speed thrills, friction kills.
The problem is even more pronounced for mCommerce. While eCommerce on the web is about discovery, selection, and comparison, mobile selling is very different where the main drivers are impulse, efficiency, speed and convenience. Increasingly purchases are being made via mobile experiences.
Global m-commerce is set to reach $300 billion in 2016, and is set to reach over $980 billion by 2020.
So if you’re not showing up with a 5-Star, frictionless mobile checkout. You’ll miss out on your slice of the $300 billion pie.
4) Not Being There
Customers don’t want to serve themselves. They expect you to show up and anticipate their needs at the right time and place.
“Gen Z customer's demand highly personalized interactions, value quality over price and want to be engaged with the brand across all channels” “With mobile spend globally expected to exceed $400 Billion in 2017, individual companies can lose tens of millions to more forward-thinking competitors”
Although smartphones are packed with powerful sensors, giving you clues about the customer's location, when they’ve left work or arrived home - most companies don’t yet exploit this rich data to show up in the right moments. Show up in the wrong moment and risk being perceived as annoying or irrelevant.
When you and your company Mobilize on Moments, you’ll have a great opportunity to not only meet, but exceed your customer's expectations.
'Every mobile moment saves time and adds value . And you can do it on her terms, when she actually needs your brand. Isn’t this what your company wants - to build a relationship with customers, for customers to become more loyal?
The Results for you and your business can be game-changing if you are present in the mobile moment.
“Take for example a mid-sized airline running 200,000 flights per year. If the airline can harness mobile to detect context, (arrival at gate) and allow for frictionless last-minute purchase of upgrades they are benefiting both the customer and the business. If the airline charged $20 and sells just 5 upgrades per flight, their annual revenue would increase by $20 million.
Winning The Moment involves three high level steps:
1) BE THERE - Detect their moments using context to show up in the customer's moment of need.
2) BE USEFUL - When you do show up the interaction should benefit both the customer and your business.
3) BE QUICK - This means removing unnecessary steps, reducing the amount of clicks needed to buy, order ahead or book a service. Anticipate what your user's needs will be in the mobile moment and auto-fill fields based on user location, context and everything else you have learned about each user. Think one-click ordering from Amazon.
You might be asking at this stage; how do I actually implement this in my business? Winning the moment will mean changing how you organize, operate, and deliver products and services. Your entire company needs to get behind mobile moments.
At Pulsate we’ve created a process cycle for implementing mobile moments called AMPLIFY. First you’ll align your people around the benefits of Mobilizing on Moments, next using research techniques we’ll show you how to MAP your customer's journey and plan out the most important moments.
Your customer is ready - and when you watch these videos and AMPLIFY your business, you’ll be ready too.
See you in the next video below.
A free resource designed to introduce the Amplify process cycle and help you reach stakeholder alignment.
Implement the Amplify cycle in your organization using our free tools.
A four week paid consulting program to expedite your Amplify implementation.
By now you have probably decided that YOU want to Mobilize on Moments, but you might be wondering how you will bring the rest of your organization along on this journey. In the next few minutes I’ll show you how to align your key internal stakeholders, so that you can move forward as one team to Win The Moment. To mitigate the risk of failed initiatives, companies have increased the number of stakeholders involved in their decision making. Today’s decision groups are made up of, on average, 5.4 people. This might sound familiar?
Decision dysfunction is caused by 5.4 Stakeholders. They could be people, but could easily be 5.4 departments weighing in on a decision.
Everyone comes to the table from a different perspective, with their own mental model, priorities, concerns and issues. Because everyone is coming at it from such a divergent perspective that only thing they can usually agree on is to reduce risk, minimise disruption and save money.
Divergent Mental Models, Left to their own devices, divergent groups won’t agree on anything innovative or disruptive.
As you’ve seen from my earlier video, if we want to grab your slice of the $300bn pie we must disrupt and innovate our companies to start showing up in these moments.
When I talk about not being able to make a decision here, I’m not talking about what supplier to hire. Supplier selection is usually the easiest phase. I’m talking about decision dysfunction around deciding what high priority problem the business needs to solve.
This isn't about Pulsate at this stage, while we do have the best solution for companies that want to mobilize on moments, you shouldn't bring up Pulsate in early discussion with your colleagues. If you are decided that you want to Mobilize on Moments, the best way to get everyone to agree is to build consensus purely around the problem to begin with. The Problem, is the cost to the business if you don’t Mobilize on Moments.
So how do you bring everyone on this journey with you? We need to bridge the gap from ME to WE. In other words at this stage you have probably decided you’re in, but we need to move to a place where it’s a collective YES from the group the WE. An individual yes from each person won’t cut, it needs to be a collective YES from the group.
We BUILD consensus and move to a collective YES from the group by breaking and building mental models. A (is current mental model, what the group currently believe) and B (is the new mental model of what we want the group to get behind).
We can’t just present the B, that won’t build group consensus. They’ll say… that’s nice. But it won’t change group behavior. If we want change we first have to shatter the A and then later build the B. We shatter the A by highlighting the cost of current behavior/ in-action.
In building consensus with your team you’ll use tools that cater for group collective learning - like my story about Mellisa in Slice and my second video that highlights the commercial loss of not mobilizing on moments. We’ll also be equipping you with a stakeholder guide, business case templates and talking points guide.
If you use these tools correctly as part of stakeholder alignment, you’ll start to hear everyone say “We have to change what we’re doing”. When you hear this it means you’ve broken down the A mental model successfully and are now ready to introduce B, the return on pursuing an alternate course of action.
To reach strong alignment you need to get started by doing one on one’s and then progress to a workshop or series of workshops to achieve your alignment aim and move your initiative to the next phase.
First, you need to identify key internal stakeholders.
Consider both formal approvers and also people/departments that will be affected.
Ask some of your colleagues who they feel would both support and potentially block your initiative.
Assess with who you think are High, Medium and Low Supporters or Blockers.
You want to look for:
High Supporters or High Blockers Decision makers, Key known influencers of Senior Management.
Involve those who are highest on both 1 and 2. These are your Key Stakeholders.
In the 5.4 we discussed it may span the following departments:
Marketing IT Finance Procurement
Tailoring should be done purely for breaking the A and not building the B.
Break the A Individually Take time to tailor the commercial insights that you will present to each individual. Tailoring should be done purely for breaking the A and not building the B. For example, for the CFO you want to highlight the financial loss of continuing the current behavior (the A).
Build the B Collectively Building the B will be done later at a group workshop where we will tailor for group consensus.
Hold 1:1 Meetings Break the A individually by presenting the insight in a way that speaks to their role. Use this meeting to align them or surface and handle objections. You can talk about the B (Mobilizing on Moments - as the solution) but be careful not to surface this too early.
You must break the A first, highlighting the cost of current behavior and in-action. This could be the real cost of sending spammy push notifications, the cost of not showing up at the right moment, and the rise in customer expectations vs what the company is currently providing. You’ll find plenty of material in my first two videos and downloadables.
Schedule Alignment Workshop
1- Start by asking everyone to outline what they believe are the objectives from this initiative. Go around the table and ask each participant to give their thoughts.
2 - Once this has been done, reconfirm the A has been broken by presenting the commercial insight again, this time at a group level. Highlight the cost of the company's current behavior around their generic app, broadcast tactics and not meeting rising customer expectations.
3 - Secure group agreement that the problem is high priority and worth solving. Surface and handle any objections at this phase.
4 - Introduce the B (Mobilizing on Moments) and how it solves the problem. Present the return on investment from pursuing the new mental model.
You will need to surface and fully debate all supportive and blocking views to allow participants to understand level of connects v disconnects in the group:
Thoroughly exploring concerns and uncertainties across the buying group Honestly surfacing disconnects and competing ideas Having a mutual willingness to explore problems and consider alternative views Actively probing for potentially overlooked interdependencies Establishing joint resolution
If you have done this correctly, you will see a well-aligned group of stakeholders agreeing the best solution to move quickly to maximize return on the very significant opportunity from mobilizing on moments. I would encourage you to watch our next video below where we demonstrate how to MAP the customer journey. See you guys in the next video.
In the next few minutes I’m going to teach you how you can shorten the distance between what people want and what they get from your company, so let’s get mapping.
One of big problems we see is that most companies skip this step when they are planning out their app or chatbot. They focus far too much on their own objectives and little thought is given to what customers would find useful in each mobile moment.
We overcome this with customer journey mapping. Mapping allows us to comprehensively unearth the many moments in your customer’s journey.
A customer journey map tells the story of the customer’s experience: from initial contact, through the process of engagement and into a long-term relationship.
What it always does is identify key interactions that the customer has with your company. It talks about the user’s feelings, motivations and questions for each of these touchpoints.
A customer journey map puts the user front and center in your company's thinking. It shows how mobile experiences have forever changed customer expectations and behavior.
It demonstrates the need for your entire company to adapt. It encourages people across your company to consider the user’s feelings, questions and needs. This is especially important with when it comes to mobile experiences.
One of the problems with any kind of mobile experience whether it’s an app or chatbot is that it can do just about anything.
Put Yourself In Their Shoes To create a customer journey map we must put ourselves in the customer’s shoes. We need to observe and understand their behavior. There are a number of ways we can do this:
Dig Into Existing Research Many organizations already have some information about users. In fact, you might meet resistance from those who feel that repeating this exercise would be a waste of time. This is why gathering existing research is a good start. Often, this research will be out of date or buried in a drawer somewhere.
Validate Existing Research By gathering existing research, you will see what the organization knows and how relevant that information is. This will placate those who are resistant, while potentially saving you some research effort. There are two types of research: analytical and anecdotal.
Analytical Research You can turn to many sources for data about users. The most obvious is existing mobile or website analytics, which provide a lot of information on where users have come from and what they are trying to achieve. It will also help you to identify points in the process where they have given up. But be careful.
Word of Caution Analytics are easy to interpret incorrectly. For example, don’t presume that a lot of clicks or long dwell times are a sign of a happy user. They could indicate that they are lost or confused.
Although data can build a compelling case, it does not tell a story by itself. For that, you need anecdotes of user experiences.
Interviews and Ethnographic Research You can get these by speaking to customers in interviews or by observing customers in their natural environment (ethnographic research). How you actually perform the interview or go about ethnographic research is beyond the scope of these videos.
Find Clues on Social Media You will also discover that users volunteer experiences by posting them to social media. Be sure to collect these mentions because they will be a useful reference point in your final map.
Talk to Front-Line Staff Speaking to front-line staff who interact with customers daily, such as those in support and sales, is another useful way to understand customer needs.
Constraints The detail of the research will be constrained by your time and budget. If your organization has many different user groups, then creating detailed customer journeys for each might be hard. Therefore, focus the research on primary audiences.
Making Educated Guesses You can make educated guesses about the secondary customer journeys. Do this by workshopping solutions with front-line staff and other internal stakeholders. Although this “quick and dirty” approach will not be as accurate, it is still better than nothing.
Be Mindful of Research and Assumptions Be careful to make clear what has research behind it and what does not. Making many decisions based on assumptions is dangerous. Once management sees the benefits of research, they will be willing to spend more time on it.
KISS Don’t make it too complex. It is easy to get caught up in the multiple routes a user might take. This will just muddy the story.
With your research complete, it is time to create the map.
Creating Your First Journey Map
Now that we’ve done our research and we’re ready to start mapping I want you to keep three questions in mind:
1) Where can we quickly solve for customer pain? - Quick wins that are easy to implement and greatly impact the UX.
2) What can we reduce or eliminate to reduce friction? separator--lgRemove steps, button clicks - think one click amazon ordering.
3) What kind of new service or model could we introduce? - You’ll be dreamlining this stuff, think Uber.
The next step before actually drawing the map is to make a list of intents and contexts.
Intent: What do people want to do? Context: What are the situations they want to do it in, what is their location, preference, history and emotional state?
Thinking about these intent/context combinations will not only help identify more specific mobile moments to go after, it will also encourage ideas for how to be most useful with context and functionality when we are there.
So as you’re brainstorming this out (referring back to research of course) you can simply make a table listing out each of the moments, the intent in the moment and context. I find it useful to just get it all out in list.
When you’re ready, the next step is to take a whiteboard and to just draw out a timeline, like this. I’ve made one earlier just to speed this up. So as you can see we’ve plotted the moments in time and now we can begin to focus in on the most important moments to work on.
In the next video in the Win The Moment series we’ll be taking a look how to select the most important moments as they relate to not only user value but also business value and how you can start on a plan to implement these moments.
See you in the next video.
Now that we’ve mapped the mobile moments in the customer's journey the next step is to devise a plan for delivering working software and processes that helps customers at the right time and place.
In the previous step you may have ended up with a bunch of mobile moments. So what should you prioritize? The key is to focus on moments that are of high value to both the customer and your business.
An example would be an app or chatbot for a popular coffee house, using context they pop up at the right time and location (just as you leave for work) and allow you to effortlessly click and collect your favorite coffee. This benefits the customer enormously and the business too. It’s a win-win.
So for example if we look at the box on the next page you can see we’ve plotted mobile moments for a popular coffee house.
When you prioritize moments, the two big questions to ask yourself are:
1) How does this improve the life of the customer?
2) How does it benefit my company?
and you may also want to consider:
3) How difficult is this to build?
4) Is it enjoyable to use?
5) Is it cost effective?
Use the Win the Moment Feature Prioritization Table to allow full debate of the likely benefits to both Customer and Company
People, Process and Technology
To Win The Moment you need more than an app or chatbot. As I’ve mentioned before, your entire company need to get behind it. That includes how you lead your people to success, re-tool your processes and reinvent your technology. Engineering your systems is where you’ll see the true cost of mobilizing on moments.
The following is a checklist of questions you’ll need to answer for each of the moments you’ve decided on:
- What system(s) will each of the moments use? - Does each system have an accessible API that can feed the mobile experience? - Does the moment impact any existing company processes? - What processes need to change to deliver on the promise of “Being Quick” on mobile and reducing friction. - What development teams and buy in will you need to implement the changes? - What are the budgetary requirements?
That’s it for now, I’d encourage you to watch the next video where we’ll discuss launching the first few moments into customer’s hands.
In the next few minutes I’m going teach you the importance of launching quickly. You’ve done your research, mapped your moments and prioritized the ones that are important to your customers and business, so what are you waiting for?
By now most companies are aligned internally. They want to Mobilize on Moments, They've researched, mapped but seem to get stuck towards the end of the planning phase.
Analysis paralysis starts to set in and endless deliberation happens around what should be launched and when. When you get stuck it has the potential to derail your company from ever Winning the Moment.
This problem usually occurs because mobile experiences are a magnet for feature suggestions and every team will want to weigh in on what moments they think are most valuable.
In other cases, influential team members who favor a one-and-done approach rather than agile, iterative development might want to see you launch all of the moments together. As is usually the case, nothing ends up getting done and you lose valuable time that you could be in the customer's hands and collecting real world feedback.
When we try to get everything one-and-done, we’re chasing perfection. We end up shipping something (usually bloated functionality) to customers much later than we would have, if we just focused on shipping one valuable moment.
The bigger the release is (in terms of features) the bigger the disconnect is to customers' actual needs. When we focus on launching one valuable feature, we get it into customers' hands much faster. This helps us to understand what customers need next and not waste any time building things they don’t need.
Launching the right things, on time requires a disciplined approach. As a company you’ll need to decide what the most valuable moments are, pick one and ship it - fast!
That’s it for now, I’d encourage you to watch our next video (Iterate) that talks about how to maintain this velocity as you evolve and keep your mobile strategy on track.
See you in the next video.
In the next few minutes I’m going to teach you why development velocity is the key to long term success.
Winning the Moment isn't an event, it’s a process. We see a lot of companies launch something and think they're done. We’ve checked the box, our company now has an app or a bot or whatever it is that they’ve developed and we can just leave it alone.
Unfortunately, the other companies we talked about earlier, the savvy competitors the entrepreneurial disruptors, they’re moving at the speed of light!
You won't get it done the first time around the AMPLIFY CYCLE, please don’t try, you’ll almost certainly fail. When it comes to mobile one-and-done just won’t cut it.
You need to continually improve your moments based on what you learn. In fact the entire AMPLIFY Process Cycle, is just that.. a cycle.
It’s designed to be repeated manys times and in quick succession. Deploy a moment, get feedback, learn, improve, iterate. Rinse and repeat constantly. Things that might have surprised and delighted your customers a few months ago are old news today.
You need to resource internally around the decisioning required. A Mobile Strategy Steering Group to guide the company towards its goals with mobile and a Mobile Centre of Excellence made up of various disciplines to deliver the right solutions on a day-to-day basis.
Having prioritized features that bring most benefit to both customer and company, your company can plan rapid releases of new features over a relatively short period while allowing for re-releases of earlier features based on customer feedback.
The result of an iterated app will be more, happier customers being able to do more of the things they need to do with your app.
For example, an Airline app that previously allowed in-app bookings and check-in adds a new feature in January - gate announcements and change alerts and the following month adds last-minute seat upgrades.
As you iterate for success in your app over the coming year you will see revenues really take-off.
That’s it for now, I’d encourage you to go checkout out the next step in the Amplify Cycle which is Find.
See you in the next video.
Unless you have correctly instrumented analytics you won't be able to Find key usage patterns in the moments you have created for customers.
In the next few minutes I am going to describe why and how you should monitor performance with a few key performance metrics, and how to take these insights back into your strategy.
The app stores themselves and analytical tools such as Google Analytics and Flurry enable companies today to compile an ocean of data, but are companies drowning in this ocean? Paralysis by Analysis, as it’s often called.
Installs, Uninstalls, Upgrades, DAU, MAU, Length of Sessions, Length of time between Sessions, In-app behaviors, Retention/Churn Rates and many more. You might well be measuring “everything” you can. But what is it actually telling you?
As you iterate through the AMPLIFY cycle, you’ll find yourself flying blind if you can’t answer important questions such as:
Since we launched this particular moment... - Has it helped increase revenue, average revenue per customer, or customer lifetime value? - Has it made the interaction faster or more seamless? - Has it made the experience more sticky? - Has customer satisfaction improved?
We recommend you carefully select key metrics that are as directly as possible linkable with both the customer goals, and the business goals, for your next App release.
Collect and analyze this data regularly and take corrective action in your next iteration.
If you want your users to use your new features then you need to measure precisely that, and not just total increase in app sessions for example.
If you want to generate more revenue with, or in, your apps, you need to measure actual purchases made in-app (if you offer that function), or, if you don’t, you’ll need to have a measurable causal link between a customer’s action in-app and a subsequent purchase decision in-store or on your website.
An example for the airline industry would be to focus on a segment of customers who have never bought an upgrade at the gate. Then, split test an offer of the upgrade-at-gate (using a streamlined transaction UI from Pulsate), exposing 50% of the group to that one click UI, and the other 50% to a deep-link that takes them to an in-app UI that more closely resembles the traditional web process.
It might be obvious what one is the clear winner, but it’s important to test.
So, Find those key usage patterns that you want to change, measure them and iterate on the results you see.
That’s it for now, I’d encourage you to go checkout our final step in the Amplify Cycle which is Yield. See you in the next video.
So by now you’ve launched your first few moments. If implemented correctly you should be starting to yield a return, that’s fantastic, but it might be slightly too early to start celebrating.
In the next few minutes I’m going to teach you the importance of doubling down on your investment so you can continue to Win The Moment.
With technology and customer expectations moving so quickly, what you deployed a few months ago might not excite customers today. With savvy competitors and entrepreneurial disruptors moving on your customers moments you need to continually reinvest to Win The Moment.
It’s easy to make a chatbot, widget or mobile app. Making it an ongoing business success isn’t.
If you correctly execute on your first couple of trips around the AMPLIFY cycle you and your customers will start to see the benefits. From this it should be straightforward to make a business case for doubling, tripling or quadrupling on your initial investment so your company continues to Mobilize on and Win The Moment.
Why is it important to double down on your initial efforts? The answer is simple, you are the traditional business and typically move at much slower speeds than startups. These entrepreneurs are out to get you, they want to disrupt your business model and steal your customers.
Keep pace with the rapid change of innovation or get left behind.