It is abundantly clear that the mobile revolution is having a profound impact on businesses of every size and sector. One clear example is the proliferation of highly successful mobile-based companies in the last few years such as Uber and Whatsapp, and the fact that Google adjusted its algorithm in 2015 to rank mobile-adapted websites above those that are not in its search results.
Given the situation, it is wholly practical for companies to develop and implement their own mobile strategy. However, it is not universally understood that in order to do so, a new sales channel must be identified and exploited. Which prompts the question, how can businesses develop a mobile strategy that goes beyond creating an app?
This post is also available in Spanish.
The mobile sector is creating exciting new possibilities for the sales of products and services, as well as the chance to get to know clients better, offer improved customer services and improve employee productivity by offering new incentives, just to name but a few examples.
In this post we take a look at several recommendations for the creation of a two-pronged mobile strategy, in which organisations use the mobile environment to offer both customers and employees an improved user experience.
Consumer mobile strategy
Among the many factors needing to be considered when establishing a customer-targeted mobility plan, it is worth noting the following:
1. Mobile websites or apps? That is the question.
Businesses must resolve the dilemma of whether to invest time and money into a mobile-adapted website or an app, as each solution implies a different audience and set of priorities. In a Forbes article written by John Rampton in 2015, Rampton pointed out that “apps are for loyal customers who want a simple, quick means of interacting with the brand” while mobile-adapted websites “facilitate the consumer experience and offer basic information about the brand or a means of getting in touch.”
2. Mobile strategy in a multichannel context.
Establishing a company’s mobile presence as part of a multichannel strategy means ensuring that all client interactions can take place via a smartphone, but without overdoing it. It’s important to understand which parts of the process are more easily executed by mobile phone, taking into account that 40% of consumers visit three or more websites before actually making a purchase.
A multichannel strategy must consider the peak times that each mobile device is used by customers. Generally speaking, studies show that tablets and computers at home are mostly used at night-time, whereas mobile phones, despite being used constantly throughout the day, also have peak hours during the morning and evening commute, as well as at lunchtime.
3. Communication adapted to mobile devices.
Another important asset that should be exploited is the use of alerts and notifications that allow companies to give customers a virtual tap on the shoulder each time they have something important to announce. However, this type of discretionary use could prove irritating to clients. As a result, it is crucial to stagger any alerts as well as limit their use to certain days and times.
4. Advantages of geolocation.
Lastly, another technology that shows great potential in the mobile environment is geolocation, as it allows for an extensive level of personalisation in messages targeted at individual clients. Marketing Land estimates that by adding snippets of local data to an advert its conversion rate can risen up to 20%.
Employee mobile strategy
In order to implement a mobile strategy internally, companies must be capable of answering the following key question: how can the new mobile environment be used to boost efficiency in employees?
It is important to understand that many employees will encounter some level of difficulty when shifting from conventional email and a shared calendar to negotiating office solutions on the cloud or using apps. Moreover, a mobile strategy not only implies an evolution in the use of technology: in other words, it is not simply carrying out the same working processes but with new tools. The benefits of a mobile environment should be felt at every level of a business, transcending traditional approaches and traditionally inflexible answers to questions such as do certain professionals need to be physically present in the office in order to do their job??
Out of all the possible important questions that must be considered in light of an employee-focused mobile strategy, the dilemma of whether to permit the use of personal devices should not be omitted. This practice, commonly known as BYOD or “bring your own device” raises obious security issues. However, the alternative greatly slows down any learning curves.
Finally, it is imperative that a mobile strategy involves an entire organization, including the finance department (responsible for assessing any return on investment), the IT department (who oversee its execution), the marketing team (who can access extremely valuable information through a strategic analysis of the mobile environment, identifying user preferences and ideas for improving campaign reach) and even HR (who can set up new channels for scouting talent or inspiring company pride in employees).
Mobile strategies require many of the puzzle pieces already implicated in a digital transformation to be in place, such as strong leadership and, above all else, unequivocal support from the company’s managers. They also require a global awareness of all possible challenges and consequences, and not a fixation on the devices that make the strategy possible. Although today the revolution revolves around smartphones, tomorrow it will be wearables.
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This post is also available in Spanish.
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