beyond roi: showcasing the true impact of mobile...

Beyond ROI: Showcasing The True Impact Of Mobile MarketingBusiness Case: The Mobile Marketing Playbook

by Jennifer Wise and Thomas HussonMarch 22, 2016

For B2C MarkeTing ProFessionals

fORReSTeR.COM

key TakeawaysMarketers Struggle To Demonstrate A Mobile Business CaseMarketers know that customers are mobile and that integrating mobile into their strategy is imperative. But securing the budget for sophisticated mobile programs is still an uphill battle today. Marketers struggle with understanding the basics, have to pull budget from existing tried-and-true channels, and do not align mobile objectives and kPis to measure success.

The Comprehensive Mobile Impact Has four ComponentsHighlighting the full complement of benefits -- beyond just the hard roi -- is the key to demonstrating the power of mobile to others. Mobile’s impact encompasses four components: customer experience, brand engagement, business impact, and mobile agility.

Customize Your Business Case for Relevancyas maturity levels, corporate culture, and marketing objectives will vary, there is no one-size-fits-all business-case format for mobile marketers. Marketers must tailor their business cases to highlight the benefits that support their objectives and interest key stakeholders.

Why read This reportMobile phones are ubiquitous, but the same cannot be said for sophisticated mobile marketing strategies within organizations. it’s a classic chicken-or-egg problem: Marketers can’t build a strong strategy without securing executive support and budget, but they can’t secure support and budget without demonstrating the past success of integrating mobile into their strategy. This report outlines how marketing leaders can articulate the benefits of a mobile program — and the costs of not going mobile — to win over key stakeholders.

This is an update of a previously published report; Forrester reviews it periodically for continued relevance and accuracy. We are now revising it to include new examples and primary research.

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© 2016 Forrester research, inc. opinions reflect judgment at the time and are subject to change. Forrester®, Technographics®, Forrester Wave, roleView, Techradar, and Total economic impact are trademarks of Forrester research, inc. all other trademarks are the property of their respective companies. Unauthorized copying or distributing is a violation of copyright law. [email protected] or +1 866-367-7378

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Table of Contents

Most Marketers Struggle To Demonstrate The ROI Of Mobile

The True Impact Of Mobile Marketing Goes Way Beyond Direct ROI

Customer Value: Point To Your audiences’ Mobile Behaviors and Feedback

Brand engagement: showcase new and enhanced Touchpoints

Business impact: Highlight The short- and long-Term earnings or savings

Mobile agility: show The Benefits of — and risks of not — keeping Up

It’s A Steep Climb: Prepare To Build An Enterprise Business Case

recommendations

Tailor The Business Case To Your Objective And Organization

Supplemental Material

notes & resources

Forrester interviewed several vendor and user companies, including allstate insurance, appboy, Csl Behring, DDB, DigitaslBi, Ferrero, interContinental Hotels group (iHg), klM, l’oréal Travel retail america, localytics, Mobile Marketing association, Mobile network group, oracle, Plastic Mobile, s4M, and Zoetis.

related research Documents

Building a Mobile Business Case: it’s a steep Climb

a Marketer’s guide To The Mobile Mind shift

Marketing strategy For The Mobile Mind shift

For B2C MarkeTing ProFessionals

Beyond ROI: Showcasing The True Impact Of Mobile MarketingBusiness Case: The Mobile Marketing Playbook

by Jennifer Wise and Thomas Hussonwith luca s. Paderni, Julie a. ask, kasia Madej, and laura glazer

March 22, 2016

http://www.forrester.com/go?objectid=RES129191




http://www.forrester.com/go?objectid=BIO2538



For B2C Marketing ProFessionals

Beyond ROI: Showcasing The True Impact Of Mobile MarketingMarch 22, 2016

© 2016 Forrester research, inc. Unauthorized copying or distributing is a violation of copyright law. [email protected] or +1 866-367-7378

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Business Case: The Mobile Marketing Playbook

Most Marketers struggle To Demonstrate The roi of Mobile

Marketers know mobile is a strategic imperative but the vast majority don’t strategically integrate it in their marketing-mix with only 13% saying they do so systematically (see Figure 1). only 27% of marketers we surveyed told us the roi of their mobile marketing campaigns was profitable and a stunning 67% told us they simply cannot measure it.1 Consequently, it comes as no surprise that only 20% of marketers have the budget they need for mobile initiatives today.2 To carve out a mobile budget that matches the large opportunity, marketers must build a compelling business case, as it can mean the difference between doing nothing, dabbling with some mobile marketing campaigns, and creating a sophisticated mobile program. But that’s no easy task because marketers:

› Don’t align objectives and KPIs. Marketers’ top objective with mobile is to increase customer engagement. a combination of active users, time spent, and unique visitors — the top three metrics they track to measure mobile success — could work as a proxy to measure engagement, but it misses frequency of usage and emotional connection to the brand. additionally there is a misalignment between their other top objectives — improving customer satisfaction and transforming customer experience, which they barely track (see Figure 2).

› Can only start to benefit from vendors’ advanced ROI tools. “it seems crazy that CMos haven’t pushed vendors to do marketing mix measurement comparing TV, mobile, and all other media and that the MMa, working with our research partners, is the only entity to have developed an industry approved methodology for an opportunity this obvious and big” said greg stuart, Ceo of Mobile Marketing association.3 some marketing and advertising vendors are now letting marketers personalize their own dashboards to measure roi. For example, localytics, a mobile engagement platform, launched True impact to quantify the full business impact of app marketing campaigns letting marketers define their own roi metric.

› find it difficult to measure the impact of mobile on other channels, especially offline. “For mobile ad tactics, we use cross-channel metrics from Facebook and google but it is difficult to extrapolate them: we use them primarily as an indication and try to look at recurring patterns over time,” emilie Hardick, mobile manager at klM — the Dutch airline company, told us.4 Beyond cross-device analysis, it is even more difficult to make the most of early vendors’ solutions. some vendors partner with attribution players and location intelligence platforms to try to measure the offline impact of mobile. as explained by Myles kleeger, chief revenue officer at appboy, a mobile CrM vendor, to provide cross-channel and online-offline attribution “There are two options: 1) transaction data at the point of sale via brands’ loyalty records and 2) geolocation data science from PlaceiQ.”5

› Have limited mobile expertise of their own. The majority of the marketers we surveyed have limited full-time resources dedicated to mobile and only 10% consider their companies to be mobile-savvy organizations.6 Marketers supplement their internal development capabilities with 56% of them working with several partners (agencies, specialty vendors, and platform providers) to




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support integrated mobile initiatives from comprehensive strategy through execution. The result is marketers who are still getting a handle on how mobile tactics work, how to implement them, and how to measure success. Without mobile programs in-market to learn from and optimize their skill sets, marketers will be stuck in the test-and-learn phase and remain unable to demonstrate the expertise needed to win over executives.

› Can’t prove they need it to take budget from existing pools. For established channels, marketers work to maintain budgets or get incremental increases, but for mobile, they have to pull budgets from other tried-and-true channels. as guillaume du gardier, head of digital for Ferrero (kinder, nutella, and other consumer brands), states: “it varies a lot by brand, but overall we spent about 75% of our media mix on TV, 15% on digital and 10% on other media. adding mobile into the mix is complex and while we invest in branded content and CrM for mobile apps, it is still tricky to precisely quantify the extent to which we should increase mobile to the detriment of established channels.”7

fIGURe 1 Mobile is not Yet really integrated into Marketers’ approach

13%

17%

20%

23%

27%

Mobile is systematically integrated into ourmarketing approach

Mobile is important but not more important thanany other channels in our marketing mix

Mobile is only a subset of our digital approachand not really part of the mix yet

Mobile is key and we include mobile based onthe relevancy of each marketing campaign

Mobile is a nice-to-have for now

“To what extent is mobile a core component of your marketing mix?”

Base: 30 marketers

Source: Forrester’s Q3 2015 Global Mobile Executive Online Survey




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fIGURe 2 Mobile objectives and Metrics To Measure Mobile success are not aligned

20%

23%

27%

Transform our customer experience

Improve customer satisfaction

Increase customer engagement

“What are your company’s top 3 priorities/objectives to engagewith customers on mobile phones?”

Source: Forrester’s Q3 2015 Global Mobile Executive Online Survey

52%

55%

58%

Traffic or unique visitors to ourwebsite or apps

Time spent on the site or apps

Number of active users

“Which of the following metrics do you use to measure the success of mobile?”(Top 3 answers shown)

The True impact of Mobile Marketing goes Way Beyond Direct roi

Mobile is much more powerful than the initial numbers from a basic roi calculation may indicate. Yes, mobile can accomplish many marketing objectives, from boosting brand perception to increasing purchases, but integrating mobile into your strategy does more than that: it amplifies other channels, improves your relationship with your customers, acts as a catalyst for business transformation, and causes a positive ripple effects throughout the organization.8

The impact of your mobile program will vary depending on the scope of the project, but uncovering the full complement of benefits — beyond just the numbers-driven roi — is the key to demonstrating the power of mobile to others. our research told us that to truly assess the comprehensive impact that mobile marketing programs can deliver to a business, marketers need to look at four components (see Figure 3):

1. Customer value. How will mobile change your relationship with and add value to the customer at different stages of the customer life cycle?

2. Brand engagement. What new marketing pathways will mobile create, and how will it enhance interactions with existing assets?

3. Business impact. How will mobile create new revenue or cost savings, and what effect will this have on your organization and internal processes?

4. Mobile agility. How does this mobile program grow your understanding of consumer needs and prepare your company to take advantage of mobile opportunities in the future?




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fIGURe 3 The Four Components of The Comprehensive Mobile impact

Mobileimpact

Customervalue

Mobileagility

Businessimpact

Brandengagement

Customer Value: Point To Your Audiences’ Mobile Behaviors And feedback

Connecting customer value to hard metrics such as revenue is difficult, but insight into customer behaviors and feedback can support your case. This can include statistics and observed trends of consumers’ interactions with mobile assets; qualitative or quantitative data acquired through program pilots and trials; consumer feedback through brand surveys or focus groups; or data about your target audience’s behavior through your agency partner or a third party. Use your audience’s direct and indirect feedback to show the extent to which mobile is key to:

› Meet a customer demand. To meet the raised expectations of your mobile consumers, you must demonstrate two things: 1) that your customers are increasingly accessing your assets via mobile and 2) that those customers represent value to your brand. a major game publisher discovered that 60% of email opens for its top-selling game were coming from smartphones, even though the emails were not mobile optimized. its business case highlighted this missed opportunity: These mobile customers were having a poor experience every time they opened a nonoptimized email, and they were high-value customers, as they were more likely to share the email with others and respond to calls to action.

› fill a need in the customer journey. equipped with mobile phones and turning to them in their mobile moments, customers are consuming content at times when it was not previously possible.9 This gives you more opportunities to move them through the customer life cycle with relevant information or by simplifying the process.10 go beyond just clicks to analyze the content your audience accesses through smartphones, and use these shifts in behavior to prove that a shift in strategy is needed. one car manufacturer made the case to elevate its mobile strategy after Cars.com reported that many people were accessing its site while in the car lot — revealing a need for information during this late stage when only the mobile phone was around to deliver.




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Brand engagement: Showcase New And enhanced Touchpoints

To bolster your business case, show how you will create reach through new touchpoints and how you will deepen brand interaction across more-established channels. lean on your first-party data about the content that consumers currently access from their phones and on third-party data about mobile interactions to show how you can:

› Reach and provide value to your audience in new places. Connect on-the-go behavior data back to your brand to show how it enables new touchpoints. For example, interContinental Hotels group (iHg) launched its mobile app back in 2011 after seeing high mobile adoption rates among its audience and noticing that more than half of its mobile bookings happened in the same day. Michael Menis, vice president of digital and voice channels at iHg, stated: “People wanted to connect to us while traveling and needed access on the go and immediate booking. This was something we could solve with mobile.” iHg’s app lets users quickly research, book, and manage reservations anywhere — and even leverages the gPs to default to hotels within a radius of where the customer is.

› Drive to mobile from other channels. Mobile can be a great tool for extending the reach of nonmobile — even nondigital — campaigns. let’s face it, most marketers invest significantly in TV and out-of-home advertising. Mobile is the perfect way to augment such marketing and advertising campaigns by enabling post spot or billboard engagement and driving consumers to a digital channel, while potentially capturing opt-in contextual data. For example, guerlain, the perfume, cosmetics, and skincare house part of the lVMH luxury conglomerate, has recently leveraged shazam’s visual recognition as part of a multimedia brand campaign. “This was an innovative and profitable campaign enabling guerlain to offer a 100% shopping engaging experience from the offline world,” said Paul amsellem, founder and Ceo of the Mobile network group, a leading european mobile marketing player.11

› Drive to other channels from mobile. Mobile campaigns don’t have to be confined to the device, either — they can drive customers to other brand experiences. l’oréal Travel retail americas launched a mobile-to-store campaign to target Brazilians travelling abroad who were on the move and thus disconnected from traditional media and overexposed to duty-free brandings. The goal was to generate brand exposure and increase sales of Polo red Fragrance by ralph lauren. By capturing device iDs via a geofence and then retargeting consumers with a prompt to add an in-store redeemable coupon to Passbook, l’oréal in partnership with s4M was able to obtain a high level of geolocation acceptance (about 70%) and of explosion among its core target audience (about 25,000 contacts). “The mobile approach offered a competitive advantage by using behavioral and contextual data to increase user engagements,” Maya kosovalic, digital and media communications manager for l’oréal Travel retail americas, told us.12




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Business Impact: Highlight The Short- And Long-Term earnings Or Savings

Mobile transforms how your customer interacts with your brand and how your company is organized to interact with the customer — both of which can translate into money. But don’t limit your business case to showcasing revenues. Mobile transformation will lead to efficiencies and savings, too. Project into both the short and long term to demonstrate how the program will:

› Make you money. Mobile can enhance your current revenues in the short term, through programs that are linked to sales, and in the long term, through branding-focus campaigns. in your business case, include predictions on both fronts. For example, by leveraging indoor location technologies to target users inside competitor dealerships, Hyundai-Caoa was able to attract 5,000 users inside its car dealerships and generate more than 1,000 test drives and a significant increase in car sales.13

› Save you money. Mobile can both drive interactions at a cheaper cost than other channels and create operational efficiencies. For example, UPs saves money on delivery by letting people change their addresses and delivery times in real time using the app. To prove this, present ways that mobile will create efficiencies for your customer and organization, and compare the cost of performance from mobile with other channels. For example, mobile call analytics company Marchex demonstrated marketers can drive inbound calls via mobile display ads or mobile search at a lower cost than traditional channels and decrease the cost per call. according to its click-to-call platform, average conversion rates (to a sale, appointment, or reservation) are between 5% and 25% depending on verticals.14 High-value, high-consideration areas like auto dealerships, finance, or travel brands are likely to benefit the most.

Mobile Agility: Show The Benefits Of — And Risks Of Not — Keeping Up

More than any other maturing channel, testing, learning, and iterative growth are key to unlocking mobile maturity. But you’re already missing opportunities if you’re waiting to evolve your own mobile maturity until you can articulate an arbitrary roi. Why? Because your customers have undergone a mobile mind shift and now expect that anything they want is instantly available on their smartphones.15 stress the importance of being prepared to meet your customers’ demands and lay the foundations of mobile maturity by outlining how your program will allow you to:

› Master current mobile capabilities to prepare for new ones. Mobile is a constantly evolving space, and marketers who fail to master the basics now aren’t just missing opportunities today but will find that they aren’t agile enough to take on new, even more complex opportunities in the future.16 as Joyce ercolino, director of estrategy and responsible for digital marketing at Csl Behring, notes: “Mobile is a big beast — there is a lot to wrangle with. if you think about it as larger than a tactic, it’s a bit daunting. You can’t boil the ocean.” But you have to get started, as she sees it: “it takes time to address the larger picture and get everyone, including senior management, on board with the various stages and phases and investment required. We are thinking about the big picture as we develop a global mobile strategy, so we are breaking it down and approaching an implementation in phases.”




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› Have better understand and reach your mobile audience. Customer usage differs on mobile phones — but you won’t know the nuances of your own audience’s behaviors until you launch programs that show their mobile needs. The keywords they use for mobile search, the types of email subjects they click on, the kind of mobile content they consume, etc., will all be important. Without these initial insights, you won’t be able to iterate your mobile strategies later. allstate insurance made the case last year to update its mobile app after user feedback in the app store, through customer surveys, and via the call center revealed additional customer needs and expectations. The updated app resulted in a 30% increase in page views.

› Build baseline success metrics to beat with future programs. Don’t let the chicken-or-egg problem stand in the way of building a great business case. instead, use it as evidence that mobile engagement is needed by arguing that your initial programs will provide exactly the kind of data that your executives are asking for and that you don’t currently have. While at Zoetis as head of mobile, ed stening started small by trialing a mobile couponing program with Zoetis’ dairy team that offered coupons to its 1,500 Twitter followers. after seeing the program’s success, the company is growing an understanding of, and investment in, mobile couponing programs. as Mr. stening says: “only one team member wanted to do it; the others were skeptical. now they all understand how it works and are including it in brand and mobile plans.”

it’s a steep Climb: Prepare To Build an enterprise Business Case

Mobile is a much more than a channel but leveraging mobile to transform the entire customer experience and to disrupt a business is a daunting climb that requires a stage-by-stage approach alongside the mobile mind shift maturity framework (see Figure 4).17 Marketers willing to climb to more mature stages have no choice but to involve the entire company and the top management and should tailor the business case for each stage of the climb bearing in mind four key components:

› Possible benefits. They will vary by phase driving revenues (via mCommerce revenue) and convenience (enhanced brand perception, increased customer engagement, improved customer satisfaction) in stage 1. adding to these, stage 2 will enable you to increase revenue (via influenced sales or increased basket size), convenience (improved customer loyalty and retention), and cost reduction (improved sales efficiency, reduced physical footprint/capex costs). in stage 3, the biggest source of incremental benefits lies in cost reduction like banks closing branch locations. in stage 4, the use of mobile technologies will change competitive position, like Uber and many social commerce marketplaces such as Wallapop or offerUp do by matching consumer and demand in real time.

› Typical costs. The average annual operating budget is pretty cheap for stage 1 and will scale with benefits in stage 2. To fully transform the customer experience in phase 3, be ready to spend a minimum of $5 million to $20 million, even if large or global companies such as The Home Depot or nike have announced transformation initiatives budgeted in the hundreds of millions. evaluating the costs for business disruption in stage 4 is difficult because they go far beyond the cost of




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building and maintaining mobile services in stage 3, but count at the very minimum dozens of millions of dollars. Beyond marketing and front-end development costs, make sure that you calculate the total cost of ownership including back-end development costs, staff labor costs, licensing fees, and training.

› Potential risks. The main risks associated with phase 1 are that the minimal focus on customer experience negatively impacts the brand perception, but also the fact that low-cost entry-level solutions require costly maintenance and frequent updating. in phase 2, the main risks are the lack of mobile culture and skills required to deliver at a high velocity and at a fraction of the cost, but also the fact that investments in mobile tools and technologies may not scale. in phase 3, in addition to previous risks, the main challenges are to align budget and processes for business transformation activities and the ability to act on sensitive contextual insights. When it comes to disrupting an entire business in phase 4, regulatory and iP/patent barriers to entry should not be minimized, nor should the ability from established market owners to invest significantly at a better time-to-market when technology is more mature.

fIGURe 4 Plan Your Climb To Mobile Maturity

Maturity stageShrink andsqueeze Mobile first

Customer experiencetransformation Business disruption

Description Squeezeexperiencesdesigned for thePC onto smallscreens.

Enhance physicalworld experienceswith mobile orcreate net-newservices onlypossible withmobiletechnology.

Win in your customers’mobile moments. Useethnographic researchand journey mapping touncover consumer needson the go. Mobile serviceswill proactively engageconsumers based oncontext.

Disrupt your business— not just your digitalbusiness — with theuse of mobiletechnology.

Segment size

Annual operatingbudget

Budget source

Budget source

44%

$50,000 to$1,000,000

Customer Customer,employee

Customer, employee,product

Customer, employee,product and more

Brand managers,VP ofeCommerce

$1 million to$5 million

$5 million to$20 million

$20 million plus

42%

CMO Enterprise Digital businesstransformation

14% <1%




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Recommendations

Tailor The Business Case To Your objective and organization

adding to the complexity of the mobile business case is the fact that there is no one-size-fits-all business case format. as mobile marketing is still maturing, marketers will face wide variability in their approach to mobile: Their mobile maturity, the tactics they use, their marketing objectives, corporate culture and support, resources, and the feasible budget will be specific to each marketer.18 so you must address each key piece of the business case carefully and tailor it to your organization. You should:

› Highlight the predicted results that support your objective. a compelling mobile business case has to prove that the program will accomplish your marketing objective. so before you even get started, have a clear objective in place to which you can then map metrics and success. The first step is to clearly define, prioritize, and quantify how you will measure success by defining the right key performance indicators (kPis) and using the right tools to analyze traffic and optimize performance.19 “let’s face it this is not an easy exercise to measure the impact of mobile on all channels, but you have to try and to take risks today otherwise you will be lagging behind tomorrow,” said guillaume de la Flechere, managing director France at [email protected]

› Know the right stakeholders from whom to gain buy-in and support. if you are crafting a business case, it is because you need buy-in and committed resources. First, make sure your CMo is on board and has the most relevant insights to ultimately influence the budget requirements if it requires a shared budget outside of marketing. Then, determine who is needed to operationalize the program in the short and long term. after launching an app, Zoetis’ marketing team was prepared to hand over the reins — only to discover that no one wanted to take them. To avoid this, surface the program to all possible stakeholders beforehand to gain consensus and secure the commitment, support, and resources needed for the whole program life cycle.

› Break out of the business-case template. it’s likely that your company has a standard business case template that you’re supposed to fill out. You’re already trying to change minds by building a case for mobile; be bold with the template, too. Don’t ignore the form completely, but do focus on showcasing the comprehensive impact of your proposal through whatever format makes the most sense to you. Then customize this for each stakeholder. remember, not everyone cares about — or will take the time to review — every point, so surface only the benefits and costs that will have an impact on their department and individual success.

› Understand at what stage your organization is in terms of mobile maturity. adapt the scope, ambition, and time frame of your business case to how mobile savvy the whole organization is. We see marketers evolve along four main stages: 1) “shrink and squeeze” where they keep a desktop-centric mentality and try to force content to fit into a smaller screen; 2) “mobile-first” where the mantra pushes marketers to make the most of unique mobile attributes to create net new services, but where mobile remains more often than not a channel; 3) “customer experience transformation”




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where marketers think beyond mobile as s channel to transform the entire customer experience; and 4) “business disruption” where marketers launch a new offering disrupting traditional business models such as Uber’s ability to match supply and demand in real time.21

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supplemental Material

Survey Methodology

Forrester’s Q3 2015 global Mobile executive online survey received 215 complete or partial responses from professionals from our ongoing Marketing and strategy research Panel. The panel consists of volunteers who join on the basis of interest and familiarity with specific marketing and strategy topics. For quality assurance, panelists are required to provide contact information and answer basic questions about their firms’ revenue and budgets. Forrester fielded the survey between May and september 2015. respondent incentives included a summary of the survey results. exact sample sizes are provided in this report on a question-by-question basis. Panels are not guaranteed to be representative of the population. Unless otherwise noted, statistical data is intended to be used for descriptive and not inferential purposes.

http://forr.com/1einFan

http://www.forrester.com/Analyst-Advisory/-/E-MPL172




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Companies Interviewed for This Report

allstate insurance

appboy

Csl Behring

DigitaslBi

DDB

Ferrero

interContinental Hotels group (iHg)

klM

l’oréal Travel retail americas

localytics

Mobile Marketing association

Mobile network group

oracle

Plastic Mobile

s4M

Zoetis

endnotes1 only 20% of marketers surveyed agreed (4 or 5 on a scale from 1 [does not describe our company] to 5 [describes our

company completely]) with the statement, “We have the budget we need to support our mobile initiatives.” source: Forrester’s Q3 2015 global Mobile executive online survey.

2 source: Forrester’s Q3 2015 global Mobile executive online survey.

3 source: interview with Forrester on December 18, 2015.

4 source: interview with Forrester on october 22, 2015.

5 source: interview with Forrester on February 8, 2016.

6 For more information on the steps required to cultivate a mobile marketing practice and collaboration within the organization, see the “organize For Mobile Marketing success” Forrester report.

7 source: interview with Forrester on october 14, 2015.

8 The mobile mind shift is the expectation that your customer can get what she wants in her immediate context and moments of need. This shift means the battle for your customer’s attention will be waged in mobile moments — any time she pulls out a mobile device. Because mobile devices are pervasive in life and work, mobile moments have a pervasive impact on your company. Take heart. You can serve customers in their mobile moments if you undertake a business discipline we call the iDea cycle — identify mobile moments; design the mobile engagement; engineer your platforms, processes, and people for mobile; and analyze results to monitor performance and improve outcomes. see the “re-engineer Your Business For Mobile Moments” Forrester report.

9 in the world of the mobile mind shift, a customer expects this: “i can get what i want in my immediate context and moments of need.” see the “Marketing strategy For The Mobile Mind shift” Forrester report.

10 Mobile phones enable customers to accomplish a task more quickly and receive timely, contextually relevant content. To be successful, marketers must take advantage of this and hew their strategy to the three key principles of immediacy, simplicity, and context. see the “Understand immediacy, simplicity, and Context” Forrester report.

as a result of your customer’s perpetual mobile connections, their expectations have changed. They’re not interested in your messaging and logos. They want utility, and they want it now. in the world of the mobile mind shift, a customer expects any desired information or service to be available, on any appropriate device, in context, at their moment of need. see the “Marketing strategy For The Mobile Mind shift” Forrester report.









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11 source: interview with Paul amsellem, co-founder and Ceo of Mobile network group, February, 2016.

12 The campaign ran for two weeks in september 2015 and was deployed in Brazil at sao Paulo and rio de Janeiro airports as well as in Miami, Florida. source: interview with Christophe Collet, founder and Ceo of s4M and with Maya kosovalic, Digital and Communications Manager at l’oréal on February 12, 2016.

13 source: global Mobile awards entry from in loco Media and ginga in the “Best Use of Mobile for advertising or Marketing,” Mobile World Congress, 2016.

loco Media and gringa were also selected as part of the MMa smarties. source: “announcing the smarties laTaM shortlist,” Mobile Marketing association (http://www.mmaglobal.com/smarties/shortlist-latam).

14 source: “2015 Click-To-Call Commerce Mobile Performance report,” Marchex (http://pages.marchex.com/mobile-report.html).

15 To understand more about how far your customer’s have progressed in the mobile mind shift, see the “a Marketer’s guide To The Mobile Mind shift” Forrester report.

16 For more information on how mobile is now transforming the entire customer experience, see the “Become agile To improve Your Mobile approach” Forrester report.

17 For more information on how to estimate the benefits, total costs, and risks of mobile, see the “Building a Mobile Business Case: it’s a steep Climb” Forrester report.

18 Forrester has defined four levels of mobile marketing maturity based on organizations’ attitudes and resources, planning and execution of campaigns, and measurement. This report helps you understand these different stages of mobile marketing maturity and identify which stage your company is currently in. knowing where you stand, you will then be able to craft a strategic plan and a road map for acting on it. see the “score Your Mobile Marketing Maturity” Forrester report.

19 Marketers are integrating mobile as part of their marketing mix, but too many have not defined the metrics they’ll use to measure the success of their mobile initiatives. Many lack the tools they need to deeply analyze traffic and behaviors to optimize their performance. This report lays out the steps that marketing leaders must take to optimize their mobile performance and measure the effectiveness of their mobile efforts. see the “Make The Most of analytics To Meet Your Mobile objectives” Forrester report.

20 source: interview with Forrester on February 8, 2016.

21 For more information on how to estimate the benefits, total costs, and risks of mobile, see the “Building a Mobile Business Case: it’s a steep Climb” Forrester report.












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