tag:econsultancy.com,2008:/topics/mobile Latest Mobile content from Econsultancy 2017-05-24T15:00:00+01:00 tag:econsultancy.com,2008:Report/4472 2017-05-24T15:00:00+01:00 2017-05-24T15:00:00+01:00 Digital Intelligence Briefing: 2017 Digital Trends in the Technology Sector <p>The <strong>2017 Digital Trends in the Technology Sector </strong>report demonstrates that organisations within the sector that is transforming many others are leaders in digital integration, but are having to transform their internal structures and strategies to adapt to changing customer demands and behaviours, putting the customer first rather than the product.</p> <p>The research, conducted by Econsultancy in partnership with <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, is based on a sample of over 900 respondents working in the technology sector who were among more than 14,000 digital professionals taking part in the seventh annual Digital Trends survey, carried out in November and December 2016.</p> <h3>The following sections are featured in the report:</h3> <ul> <li>Technology organisations lead in digital maturity</li> <li>The customer takes centre stage</li> <li>The next wave of tech innovation</li> <li>Actionable tips to help future-proof your technology business</li> </ul> <h3>Findings include:</h3> <ul> <li>Organisations in the technology sector are nearly twice as likely as their peers in other sectors to classify themselves as digital-first (19% vs. 10%), putting the sector in third place (after gaming &amp; gambling and media) out of the 15 key sectors we analysed.</li> <li>Tech organisations appear to be prepared for the challenge presented by a rapidly changing industry; across the eight key factors identified for digital success, technology organisations are ahead of other sectors. UX design is one of the areas they excel in, as they’re 23% more likely to say they have ‘well-designed user journeys that facilitate clear communication and a seamless transaction’.</li> <li>The vast majority (81%) of technology companies are putting the customer at the heart of all their initiatives, and customer journey management is the second most important priority for 2017, closely followed by targeting and personalisation.</li> <li>Almost a third (29%) of tech companies are planning to use product/service innovation to differentiate themselves from competitors over the next year. Digital-first organisations reveal their maturity as they are 52% more likely than the rest to see customer experience as a key differentiator, second behind product/service innovation.</li> </ul> <p><strong>Econsultancy's Digital Intelligence Briefings, sponsored by <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, look at some of the most important trends affecting the marketing landscape. </strong><strong>You can access the other reports in this series <a title="Econsultancy / Adobe Quarterly Digital Intelligence Briefings" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing">here</a>.</strong></p> tag:econsultancy.com,2008:BlogPost/69086 2017-05-16T11:20:00+01:00 2017-05-16T11:20:00+01:00 How Adidas uses digital to enable powerful experiences Nikki Gilliland <p>This might sound like a rather lofty notion, but when it comes to a brand like Adidas – whose core belief is to inspire individuals to harness the power of sport – it’s slightly more believable. </p> <p>At Summit I also heard Adidas’s VP of digital strategy &amp; delivery, Joseph Godsey, speak about how the brand uses digital to enable powerful experiences. Here are a few key points from what he said.</p> <h3>Building relationships</h3> <p>For Adidas, digital is the best way to build direct relationships with consumers. To be successful, it must create an experience that is premium, connected, and personalised.</p> <p>So, what does this mean exactly? Premium is about inspiring love for the brand and a desire for the products. In other words, to create excitement and enthusiasm about sports, whether it’s on a small personal level – such as fitting in a spin class before work – or on a highly competitive or team-oriented basis, like professional football.</p> <p>Connected means taking all the touchpoints that a consumer can interact with and making it consistent. So much so that it does not matter where they started or where they finish, but that they always have a seamless experience. </p> <p>Lastly, personalised means connecting the consumer – taking into account their individual love of sports - with content that they want to hear about. By using data and customer insight, Adidas is able to deliver on its promise of this unified, multichannel and unique experience. </p> <h3>Engaging the ‘creator consumer’</h3> <p>According to Joseph, Adidas considers the customer as the starting point for everything it creates. Whether this involves focus groups or online reviews, customer feedback helps to inform and shape the entire brand.</p> <p>Joseph also went so far as to say that it views this person as the ‘creator consumer’. Essentially, this is someone who wants to be given the tools to co-create <em>with</em> the brand – to be able to tell their own stories and connect with others – rather than simply be sold to. </p> <p>So, who is this target consumer? Adidas considers digital natives – or <a href="https://econsultancy.com/blog/68554-how-retailers-are-targeting-generation-z/" target="_blank">Generation Z</a> – to be its embodiment. After all, by 2020, this demographic will make up 40% of the world’s population and have the buying power of two trillion dollars.</p> <p>With this generation typically viewing sport as intrinsic to culture – or as a mindset rather than an activity – a brand like Adidas has a real opportunity to connect with them in new and meaningful ways.</p> <p><img src="https://assets.econsultancy.com/images/0008/6036/IMG_0112.JPG" alt="" width="780" height="585"></p> <h3>Using technology to fuse online and offline</h3> <p>This aim is all well and good, of course. But how exactly does Adidas reach customers? Taking into account the fact there is no longer a linear customer journey, the brand aims to interact with people on a one-to-one level across all touchpoints – including mobile, social, and physical retail.</p> <p>It created Adidas Confirmed with this in mind – an app that allows customers to reserve products for pick-up in store. It also alerts them about new product launches and asks for feedback on purchases, allowing Adidas to create an experience that bridges the online and offline worlds. </p> <p>Another example is Glitch – a football boot with a changeable inner and outer shoe. It’s also the first product built with an entirely digital business model, only being available to buy through a dedicated app. As well as facilitating the mobile experience, it also offers a premium one – allowing consumers to talk to others, arrange a customised fitting session, or get same day shipping. </p> <p><img src="https://assets.econsultancy.com/images/0008/6037/Adidas_glitch.JPG" alt="" width="760" height="646"></p> <p>By creating memorable experiences such as this – while Adidas might not be able to make consumers actually participate in sport – it’s hard not to feel inspired enough to want to.</p> <p><em><strong>Related articles:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/68785-how-adidas-originals-uses-social-media-to-drive-sales/">How Adidas Originals uses social media to drive sales</a></em></li> <li><em><a href="https://econsultancy.com/blog/67859-adidas-creates-b2b-content-to-help-with-recruitment/">Adidas creates B2B content to help with recruitment</a></em></li> <li><em><a href="https://econsultancy.com/blog/68467-nike-vs-adidas-vs-under-armour-email-signup-welcome/">Nike vs. adidas vs. Under Armour: Email signup &amp; welcome</a></em></li> </ul> tag:econsultancy.com,2008:BlogPost/69089 2017-05-16T00:01:00+01:00 2017-05-16T00:01:00+01:00 Three great sources for mobile consumer data (and why they are so great) Jeff Rajeck <p><img src="https://assets.econsultancy.com/images/0008/6047/1.jpg" alt="" width="800" height="570"></p> <p>Fortunately, there are a number of providers who offer mobile consumer data for free in order to win attention for their paid products. Each service provides genuine data points (i.e. not from surveys) which detail, market by market, how consumers are actually using their mobiles.</p> <p>Here are three we use for our research and find them indispensable for understanding the role of mobile in the new customer journey.</p> <h3>Statcounter</h3> <p>One of the most interesting data points for marketers investigating consumer mobile behaviour is whether the channel is more popular than desktop. This question is a lot more difficult to answer than just looking at Google Analytics as the brand's audience may be heavily skewed one way or another.  So, the question often remains, <strong>which is more popular - desktop or mobile?</strong></p> <p>To answer this question, Statcounter's '<a href="http://gs.statcounter.com/platform-market-share/desktop-mobile-tablet">Desktop vs. Mobile vs. Tablet</a>' report is the place to go.</p> <p>In their report, updated monthly, StatCounter shows data gathered from <strong>2.5 million websites globally</strong> with more than <strong>15 billion page views monthly.  </strong></p> <p>The report allows you to either look at the global picture (in which mobile has only recently taken over desktop):</p> <p><img src="https://assets.econsultancy.com/images/0008/6048/2.jpg" alt="" width="800" height="526"></p> <p>Or on a country-by-country basis which shows, for example that <strong>in the UK desktop still reigns supreme for web page views.</strong></p> <p><strong><img src="https://assets.econsultancy.com/images/0008/6049/3.jpg" alt="" width="800" height="514"></strong></p> <p>This information may confirm biases or even upset long-held beliefs, but regardless the charts are a worthwhile addition to any mobile strategy document.</p> <h3>Appier</h3> <p>For those looking for data about how consumers are using mobiles, <a href="https://www.appier.com/en/reports.html">Appier offers an annual report</a> about cross-device user behaviour.</p> <p>Appier is a venture-funded mobile data analytics company which helps companies identify consumers across devices so that they can advertise to them more effectively.</p> <p>From the data aggregated across companies, Appier offers useful charts about how customers are both browsing and buying via desktop, mobile, and tablet.</p> <p>Here is one graph which shows that throughout the day browsing behaviour by device changes significantly. <strong>During the day, consumers are far more active on desktop than mobile,</strong> but at 7PM the position reverses sharply, with mobile being the more popular device until 2AM.</p> <p><img src="https://assets.econsultancy.com/images/0008/6051/4.jpg" alt="" width="800" height="382"></p> <p>For ecommerce brands, Appier also offers data about mobile conversions. Interestingly, in Asia,<strong> more than twice as many people who are browsing cross-device convert on the mobile (55%) than on PC (24%).</strong></p> <p><strong><img src="https://assets.econsultancy.com/images/0008/6052/5.jpg" alt="" width="800" height="347"></strong></p> <p>The service, and data, are currently only available in Asia-Pacfic but as Appier recently received nearly $20m in funding, it is likely that<strong> the company will be expanding globally soon.</strong></p> <h3>AppAnnie</h3> <p>Finally, for those who want to know what apps consumers are using, <strong>AppAnnie offers invaluable and extensive data about app downloads and revenue.</strong></p> <p>One useful report for those looking into the popularity of platforms in a particular market is the <a href="https://www.appannie.com/apps/ios/app/447188370/rank-history">Rank History report</a>. Here marketers can see, on a country-by-country basis, the popularity of apps on both the iOS and Google Play store.</p> <p>This information can help brands determine whether their cross-market mobile strategies will fly in the target markets or flop depending on the popularity of the target app.</p> <p>For example, we recently had <a href="https://econsultancy.com/blog/68964-does-snapchat-matter-in-asia/">a look at the popularity of Snapchat in Asia-Pacific</a> and found, with the help of App Annie, that<strong> Facebook and Instagram have nearly insurmountable leads over Snapchat in the region.</strong></p> <p><strong><img src="https://assets.econsultancy.com/images/0008/6053/1.png" alt="" width="782" height="557"></strong></p> <p>These figures, however, contrast sharply with Snapchat's performance in the US, UK, and Australia where <strong>Snapchat is almost always in the top 10 most downloaded apps for both iOS and Android.</strong></p> <p><strong><img src="https://assets.econsultancy.com/images/0008/6054/6.png" alt="" width="800" height="616"></strong></p> <p>Marketers can then use this data to make more sensible media buys for their target markets.</p> <h3>So...</h3> <p>While its often useful to use 'big picture' stats to let senior management know how important mobile has become, marketers often need more detail when benchmarking performance and researching strategies.</p> <p>Luckily there are firms which have made data available for free which can help, three of which are listed above.</p> <p>With web vs. mobile traffic data, mobile consumer habits, and app preferences available at a country level, <strong>marketers can now make more informed decisions about how to manage the new, mobile consumer in their target markets.</strong></p> tag:econsultancy.com,2008:Report/4480 2017-05-10T11:08:00+01:00 2017-05-10T11:08:00+01:00 2017 State of Digital Transformation in Financial Services <p>The <strong>2017 State of Digital Transformation in Financial Services </strong>report, produced by Econsultancy in partnership with <a href="http://www.adobe.com/marketing-cloud.html" target="_blank">Adobe</a>, explores how digital is changing the competitive landscape across financial services sectors, with a focus on retail banking, investment and insurance.</p> <p>The report, which is based on a survey of more than 400 marketers, discusses the challenges and opportunities that the digital shift presents to marketers in this sector.</p> <h2>Key focus</h2> <p>When disruption happens in the financial services industry, it can reshape organizations to their core. With the explosion of new technologies like AI or platforms like mobile, businesses in financial services are expected to incorporate convenience and ubiquity into the experience they offer. This is easier said than done. In this report, we see that more than 40% of FSI businesses worry about appealing to their new generation of consumers.</p> <p>What's the cause of this concern? Customer expectations that have risen as technology has enabled consistent and convenient experiences. In most sectors, consumers can get what they want, when they want it, with little friction. That sets the bar for FSI and much of the industry is struggling to keep up.</p> <p>Ten years ago, mobile phones were merely telephones on the go. Today, mobile devices, sites and apps are people's connection to everything. A multichannel customer experience is the new normal.</p> <p>That gets to the root of what this report examines – who are the digital leaders and how do they differ from the mainstream? How do these differences manifest across retail banking compared to insurance and investment businesses? Most importantly, what can leaders in any kind of FSI company learn to help their transformation programs?</p> <p><strong>The following topics are explored in the report:</strong></p> <ul> <li>Outlook on the future of digital in FSI</li> <li>The budgetary future</li> <li>The differing effects of AI on the subsectors of financial services, investment and insurance</li> <li>Focus on banking innovation</li> <li>Digital activation and support of agents/brokers</li> </ul> tag:econsultancy.com,2008:Report/4468 2017-05-08T11:20:00+01:00 2017-05-08T11:20:00+01:00 Digital Intelligence Briefing: 2017 Digital Trends in B2B <p>The <strong>2017 Digital Trends in B2B</strong> report demonstrates the priorities and progress being made in B2B marketing as digital experiences in the consumer world continue to bleed into B2B journeys. The results show a sector that, though marred by the familiar 'B2B lags behind B2C' adage, is showing maturity in terms of prioritisation of digital strategy.</p> <p>A lack of capabilities in key areas holds back progress, but there’s increasing evidence that customer experience and digital transformation have taken on a more prominent role.</p> <p>The research, conducted by Econsultancy in partnership with <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, is based on a sample of almost 2,400 B2B respondents who were among more than 14,000 digital professionals taking part in the seventh annual Digital Trends survey, carried out in November and December 2016.</p> <h3>The following sections are featured in the report:</h3> <ul> <li>Fostering a digital culture</li> <li>Lack of confidence in mobile continues</li> <li>The next wave of B2B marketing</li> <li>The CX of the future</li> <li>Actionable tips to help future-proof your B2B business</li> </ul> <h3>Findings include:</h3> <ul> <li>B2B marketers are just as likely to state that their company is digital-first as their B2C counterparts. However, progress at the other end of the scale appears to be stagnating; the proportion of those with digital marketing activities ‘very much separate’ to the rest of their marketing has increased this year to more than a fifth of respondents.</li> <li>B2B’s lag behind B2C is most evident in mobile capabilities. B2B companies are 29% less likely than their B2C counterparts to rank mobile as a top-three strategic priority in 2017, and only 12% are making mobile optimisation a tactical priority, with mobile marketing investment also low.</li> <li>Data is a key strength and priority of B2B; almost three-quarters of organisations have made it a strategic priority, and this is reflected in their confidence over handling data. Compared to last year, they are less likely to say that data is difficult to master, and slightly more likely to use online data to optimise the offline experience and vice versa.</li> <li>The continued dominance of CX in terms of the focus of marketers is reflected in the report, with 91% of B2B brands making the discipline a strategic priority in 2017. However, they are less likely than B2C companies to use CX as their key differentiator, with product innovation and quality almost as likely to be used.</li> </ul> <p><strong>Econsultancy's Digital Intelligence Briefings, sponsored by <a title="Adobe" href="http://www.adobe.com/marketing-cloud.html">Adobe</a>, look at some of the most important trends affecting the marketing landscape. </strong><strong>You can access the other reports in this series <a title="Econsultancy / Adobe Quarterly Digital Intelligence Briefings" href="http://econsultancy.com/reports/quarterly-digital-intelligence-briefing">here</a>.</strong></p> tag:econsultancy.com,2008:BlogPost/69050 2017-05-03T14:20:46+01:00 2017-05-03T14:20:46+01:00 How fintech brokerage firm Robinhood built a billion dollar business Patricio Robles <h3>Target young investors with a mobile-first (and still mobile-only) offering</h3> <p>Robinhood launched with an iOS app. It has since added an Android app, but does not offer a web-based trading platform. And compared to the apps offered by other brokerage firms, the interfaces of the Robinhood apps are very, very simple.</p> <p><img src="https://assets.econsultancy.com/images/0008/5841/robinhood2.png" alt="" width="250"></p> <p>Some early critics of the company questioned this, as older and more sophisticated investors are more likely to demand that their brokerage firms provide them with advanced trading tools across desktop and mobile devices.</p> <p>But Robinhood isn't targeting these investors, at least not yet. Instead, the company bet on a market that many brokerages have shunned: young investors.</p> <h3>Lower the price of trading...to $0</h3> <p>While discount brokerages have been around for years and large brokerages have significantly reduced their fees for trading, Robinhood has lured customers with trading fees that are hard to beat: the upstart brokerage firm doesn't charge its customers fees to buy stock, and only passes on to them nominal fees levied by the Securities and Exchange Commission and Financial Industry Regulatory Authority when they sell shares.</p> <p>Instead of charging customers for their trades, Robinhood earns revenue from broker-dealers, who offer it rebates for directing trades to them. Broker-dealers offer these rebates to other brokerages, but Robinhood decided that instead of treating this revenue as icing on the cake of trading fees, it would treat this revenue as its cake. </p> <p>This is the origin of the name Robinhood. As the company explains on its website, "electronic trading firms pay effectively nothing to place trades on the market. On the other hand, everyday investors were taxed up to $10 per trade. [Robinhood founders Vlad Tenev and Baiju Bhatt] realized it was time to bring this advantage to everyone."</p> <h3>Offer additional features through a subscription</h3> <p>Cleverly, Robinhood now also makes money by selling a Gold subscription, which allows customers to borrow up to double the dollar value of their account to trade on margin, access pre and after-hours trading, avoid the company's three-day deposit waiting period, and access proceeds from a stock sale immediately.</p> <p>The subscription fee for Robinhood Gold is based on the value of a customer's account, and ranges from $6/month to $200/month.</p> <p>Other brokerages commonly offer all their customers access to features only available to Robinhood customers who purchase a Gold subscription at no additional cost, but given that many young investors just starting out won't need these features, and those that do are probably comfortable with the idea of paying for additional features through a subscription service, launching a brokerage subscription service made perfect sense for Robinhood.</p> <h3>Is it built to last?</h3> <p>Despite Robinhood's ability to grow an upstart financial services firm like an internet company, questions remain about its long-term prospects. Stock markets in the US have experienced one of the longest bull market runs ever after rebounding from steep losses in the Great Recession of 2008. They currently sit at near all-time highs. That has brought retail investors, including the young retail investors Robinhood is targeting, into the market. But there's an old saying, "everybody's a genius in a bull market."</p> <p>A comment from Robinhood co-founder Bhatt is certainly eye opening. "What we're saying is if you just start investing in stocks you've heard of, you'll be outperforming cash, or what you'd be doing with that money, like spending it on Amazon, on Netflix, on cat socks," he <a href="https://techcrunch.com/2017/04/26/robincorn/">told TechCrunch</a>.</p> <p>But the notion that "investing in stocks you've heard of" is a sure-fire money-maker is only bound to support critics' arguments that the stock markets are in a bubble and unsustainable. If and when a significant downturn occurs, Robinhood's fortunes could change drastically, especially since it targets younger users who likely have less experience and lower account balances. To boot, those investors appear to be <a href="http://www.businessinsider.com/the-top-stocks-millennials-are-buying-robinhood-data-2017-4">heavily concentrated in tech stocks</a>.</p> <p>A glimpse of what could happen came on Tuesday when shares of chipmaker AMD, the most popular stock among millennial investors on Robinhood, <a href="http://www.businessinsider.com/millennial-investors-are-getting-smoked-on-amd-2017-5">fell nearly 25%</a> after the company revealed that it expects its second-quarter gross margins to decrease, spooking the market. </p> <p>There are also questions about Robinhood's Gold subscription. One of its biggest features – margin trading – is risky and critics <a href="http://www.csmonitor.com/Business/Saving-Money/2017/0123/Before-using-investment-apps-consider-these-drawbacks">suggest</a> that by encouraging young investors who are more likely to be using Robinhood to learn the ropes to trade on margin, Robinhood is inviting disaster because, for example, those investors might not understand the implications of margin calls, which could quickly wipe out their accounts.</p> <p>For now, however, Robinhood is proving that even in competitive, commoditized markets like brokerage services, fintech upstarts are capable of taking business away from incumbents and expanding the pie by bringing new customers into financial services markets that they haven't exactly been welcomed into previously. And in Robinhood's case, investors believe the value of that exceeds $1bn.</p> <p><em><strong>For more on this topic, see Econsultancy’s <a href="https://econsultancy.com/reports/2017-digital-trends-in-financial-services-and-insurance/">2017 Digital Trends in Financial Services and Insurance Report</a>.</strong></em></p> tag:econsultancy.com,2008:BlogPost/69025 2017-05-03T11:58:00+01:00 2017-05-03T11:58:00+01:00 Six fascinating ways Google is innovating in healthcare Ben Davis <h3>1. Streams - a secure clinical app</h3> <p>The Streams app, pictured below, was built by DeepMind Health and digital product studio ustwo to provide real-time information to clinicians, enabling them to more easily prioritise patient care in hospitals. Patient alerts will provide doctors and nurses with the data they need and the app will allow clinicians to communicate about next actions.</p> <p><a href="https://deepmind.com/applied/deepmind-health/streams/">DeepMind says</a> that 'by freeing clinicians from juggling multiple pager, desktop-based, and paper systems, Streams will help redirect significant amounts of time from admin and towards direct patient care.'</p> <p>Streams has been in use at the Royal Free London hospital since November 2016 helping to treat patients with acute kidney injury. <a href="https://www.royalfree.nhs.uk/news-media/news/new-app-helping-to-improve-patient-care/">Early feedback has been good</a>, with nurses reporting time savings of up to two hours per day.</p> <p><img src="https://assets.econsultancy.com/images/0008/5776/streams.jpg" alt="streams app" width="615"></p> <p><em>Image via DeepMind Health</em></p> <h3>2. Verifiable Data Audit - a 'blockchain' system to track health records</h3> <p>It's perhaps worth noting <a href="https://www.technologyreview.com/s/602963/is-deepminds-health-care-app-a-solution-or-a-problem/">some tension around the Streams app</a> at the back end of 2016, as critics said that Google's five year partnership with the NHS gives it too much access to NHS data without appropriate oversight. That's where DeepMind's next big project may come in.</p> <p>DeepMind Health published <a href="https://deepmind.com/blog/trust-confidence-verifiable-data-audit/">a blog post</a> in March 2017 about its work to bring scrutiny to the use of medical data. Verifiable Data Audit is a blockchain-style system that will give partner hospitals an additional real-time mechanism to check how data is being processed.</p> <p>Where authorisation and patient consent is needed, the system will show who is accessing data. DeepMind explains further in its blog post:</p> <blockquote> <p>For example, an organisation holding health data can’t simply decide to start carrying out research on patient records being used to provide care, or repurpose a research dataset for some other unapproved use. In other words: it’s not just where the data is stored, it’s what’s being done with it that counts. We want to make that verifiable and auditable, in real-time, for the first time.</p> </blockquote> <p>As with blockchain, the system will not allow for any record of data use to be erased, with third parties able to verify data is uncompromised. However, the system will not be as complex or expensive as blockchain, nor will it be decentralized, as it will rely on hospitals and national bodies to act as verifiers.</p> <h3>3. The Study Watch - an everyday wearable</h3> <p>Verily Life Sciences, one of Alphabet's research organisations, has developed <a href="https://blog.verily.com/2017/04/introducing-verily-study-watch.html">a stylish health tracking watch</a> which differs from wearables on the market.</p> <p>As it is designed for every day use in medical studies, the watch is as wearable as possible, ensuring that study participants don't neglect to wear it. That means it looks much like a stylish analogue watch, with only time and date displayed (participants do not have access to logged data), and the battery lasts for a week with syncing only required on a weekly basis, too.</p> <p>Furthermore, the watch's software can be updated wirelessly and a processor encrypts the data collected, which includes:</p> <ul> <li>heart rate</li> <li>electrocardiograms (low res versions taken by gripping the watch bezel)</li> <li>movement data</li> <li>electrical conductance of the skin</li> <li>ambient light and sound</li> </ul> <p><img src="https://assets.econsultancy.com/images/0008/5761/verily_study_watch.jpg" alt="verily study watch" width="400" height="281"></p> <p>The Study Watch is used in several of Verily's studies which aim to collect a wide variety of data. One such study will begin in June with the Parkinson Center at Radboud University Medical Center, Netherlands. 650 volunteers will each use one of the watches, as well as have brain scans and blood tests.</p> <p>Bastiaan Bloem, a neurologist at the center <a href="https://www.technologyreview.com/s/604198/googles-verily-unveils-a-health-watch-for-research/">tells MIT Tech Review</a> the watch is “an exciting way to track people 24 hours in their homes...We know one of the early symptoms in Parkinson’s is heart rate variability. But we only measure it in the hospital.”</p> <h3>4. Project Baseline - a huge longitudinal study</h3> <p><a href="https://blog.verily.com/2017/04/why-baseline.html">Project Baseline</a> was announced in April 2017 and its scope makes it the most eyecatching thing that Verily has worked on to date. 10,000 volunteers will be monitored over four years, building a whole range of datasets using in-clinic testing and continuous data collection via a Baseline app and the aforementioned Study Watch.</p> <p>The study is predicted to take a decade to complete (due to the time needed to find enough participants) and cost more than $100m, with the ultimate aim of finding predictors of conditions such as heart disease and cancer.</p> <p>Participants will undergo x-rays, heart scans, genome sequencing and blood tests, alongside the continuous tracking of activity data and sleep patterns (using an electric loop placed under a mattress).</p> <p>With such a variety of data, Verily is 'creating an infrastructure that can process multi-dimensional health data – much of which have never been combined for an individual.' Other long term studies of note (e.g. the Framingham Heart Study) do not look at such a wide range of data, so Baseline's results will be eagerly anticipated.</p> <p><img src="https://assets.econsultancy.com/images/0008/5767/baseline.jpg" alt="baseline" width="615" height="338"></p> <h3>5. An eye-scanning algorithm to diagnose eye disease</h3> <p>One burgeoning area of medical research is the use of machine learning to assist with diagnosis, as well as some practical parts of medicine (such as the careful <a href="https://www.technologyreview.com/s/602277/deepmind-will-use-ai-to-streamline-targeted-cancer-treatment/">segmentation process during radiology</a>).</p> <p>DeepMind Health is innovating in these areas and received much publicity for its work in ophthalmology. Since July 2016, DeepMind has worked with Moorfields Eye Hospital in London in training computers to assist with screening for diabetic retinopathy (DR). The algorithm was trained using 128,000 retinal images that had already been classified by ophthalmologists. In testing, the algorithm then matched or exceeded the performance of experts, not only in identifing DR but also in grading its severity.</p> <p>DR affects a third of diabetes sufferers and Moorfields assesses 3,000 scans every week. The development of such an algorithm allows expertise to be transferred to areas of the world that are lacking in retinopathy experts.</p> <p><img src="https://assets.econsultancy.com/images/0008/5777/retinopathy.jpg" alt="retinopathy research" width="615" height="278"></p> <h3>6. Miniaturized continuous glucose monitors (CGMs)</h3> <p>Verily is working with Dexcom to develop <a href="https://verily.com/projects/sensors/miniaturized-gcm/">miniaturized continuous glucose monitors</a> (CGM) for those with Type 2 diabetes.</p> <p>The monitors are predicted to be ready by 2020, and will help to make continuous monitoring less expensive and less disruptive, using wireless connectivity and precluding the need for measurement with the traditional finger stick.</p> <p><a href="https://diatribe.org/dexcom-g6-sensor-shines-early-accuracy-study">Fewer that one in five people</a> with Type 2 diabetes use continuous glucose monitors. This new technology may make the practice affordable and convenient for many more.</p> <p><img src="https://assets.econsultancy.com/images/0008/5778/dexcom.png" alt="cgm" width="350"></p> <p><em><strong>More on healthcare:</strong></em></p> <ul> <li><a href="https://econsultancy.com/blog/68851-six-ways-digital-is-changing-the-pharma-healthcare-industry/">Six ways digital is changing the healthcare &amp; pharma industry</a></li> <li><a href="https://econsultancy.com/blog/67011-how-is-healthcare-marketing-changing-in-the-digital-world/">How is healthcare marketing changing in the digital age?</a></li> </ul> tag:econsultancy.com,2008:BlogPost/69042 2017-04-28T11:15:00+01:00 2017-04-28T11:15:00+01:00 Driven by mobile, digital overtakes TV in US ad spend for the first time Patricio Robles <p>The milestone is one that industry analysts and observers have been waiting for and 2016 also brought with it another milestone: for the first time, mobile ads produced more revenue than desktop ads.</p> <p>All told, digital ad revenue in the US hit a record $72.5bn last year, up from $59.6bn in 2015. Mobile ads were responsible for $36.6bn of that, a massive 77% year-over-year gain.</p> <p>A good portion of mobile's gains were due to the growing popularity of mobile video ads. Spend on those skyrocketed by 145% year-over-year to reach $4.2bn, which helped fuel a 53% year-over-year jump in digital video ad spend overall. That figure now stands at $9.1bn.</p> <p>Spend on social ads, which in recent years have become a staple of many advertisers' digital campaigns, grew 50% to $16.3bn. Even search managed to produce a 19% gain to reach $35bn in spend.</p> <p>According to the IAB, mobile's ascendency across all digital channels is not surprising. "This increasing commitment [to mobile] is a reflection of brands’ ongoing marketing shift from 'mobile-first' to 'mobile-only' in order to keep pace with today's on-the-go consumers," IAB president and CEO Randall Rothenberg stated. </p> <p>"In a mobile world, it is no surprise that mobile ad revenues now take more than half of the digital market share," IAB EVP and CMO David Doty added.</p> <p><img src="https://assets.econsultancy.com/images/0008/5773/iabchart.png" alt="" width="705" height="488"></p> <h3>The rich get richer</h3> <p>While digital's eclipsing of television in terms of ad spend is no doubt good news for the digital economy generally, not everybody is benefiting equally from the growth of digital ad spend. By most estimates, two companies, Google and Facebook, have realized the vast majority of ad revenue growth, leading some to label the two companies a duopoly.</p> <p>According to Digital Content Next's Jason Kint, Google and Facebook took 89% of the growth last year. Brian Wieser of Pivotal Research <a href="http://fortune.com/2017/04/26/google-facebook-digital-ads/">estimates</a> that amazingly the two companies were the beneficiaries of close to 100% of the growth.</p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">so <a href="https://twitter.com/iab">@IAB</a> just dropped 2016 <a href="https://twitter.com/hashtag/s?src=hash">#s</a>. Duopoly in full force -&gt; takes 89% of growth. "Everyone Else" loses more share courtesy of Facebook. <a href="https://twitter.com/DCNorg">@dcnorg</a> <a href="https://t.co/urglxDrooM">pic.twitter.com/urglxDrooM</a></p> — Jason Kint (@jason_kint) <a href="https://twitter.com/jason_kint/status/857255714678603777">April 26, 2017</a> </blockquote> <p>The IAB disputes such claims. "73% of revenues in Q4 came from the top 10 digital companies, but they only contributed 69% of the growth," the IAB's Doty <a href="http://adage.com/article/digital/digital-ad-revenue-surpasses-tv-desktop-iab/308808/">told AdAge</a>. "That means 31% of the growth came from companies outside the top 10." He also stated that some estimates count revenue outside of the US and don't account for traffic acquisition costs.</p> <p>But even if the estimates of how much Google and Facebook are taking as the digital ad spend pie grows are slightly exaggerated, it's clear from the companies' <a href="https://abc.xyz/investor/news/earnings/2016/Q4_alphabet_earnings/">financial</a> <a href="https://investor.fb.com/investor-news/press-release-details/2017/facebook-Reports-Fourth-Quarter-and-Full-Year-2016-Results/default.aspx">reports</a> that advertisers are funnelling increasingly large sums of money to the two internet giants.</p> <p>At the same time, other notable players, like Twitter, are losing. The still-popular microblogging platform has finally managed to grow its monthly users by a meaningful amount, but despite user growth Twitter <a href="https://www.theguardian.com/technology/2017/apr/26/twitter-revenues-fall-first-quarter-results-advertising">just reported its first quarterly revenue decline</a> and acknowledged that it is facing "revenue headwinds."</p> <p>While Google and Facebook face some challenges of their own, including <a href="https://digiday.com/uk/youtube-ad-boycott-concisely-explained/">an advertiser boycott</a> and <a href="https://www.theguardian.com/technology/2017/apr/26/facebook-must-step-up-fake-news-fight-before-uk-election-urges-mp">criticism over fake news</a>, every indication is that the two companies, official duopoly or not, will continue to dominate internet advertising. Whether that's ultimately a good or bad thing for digital ad economy remains to be seen.</p> <p><strong><em>For more digital marketing and ecommerce data, download the <a href="https://econsultancy.com/reports/internet-statistics-compendium/">Econsultancy Internet Statistics Compendium</a>.</em></strong></p> tag:econsultancy.com,2008:BlogPost/69036 2017-04-27T10:52:19+01:00 2017-04-27T10:52:19+01:00 Six ways Aldo’s new mobile site streamlines the shopping experience Nikki Gilliland <p>Designed to make shopping more seamless across all channels, the mobile site in particular has got customer convenience in mind. Here are six features that deliver on the promise.</p> <h4>Prominent imagery and reviews</h4> <p>One major focus of Aldo’s redesign has been making it easier for mobile users to gain a more detailed view of the product – recognising that even in-store shoppers would like <a href="https://econsultancy.com/blog/9366-ecommerce-consumer-reviews-why-you-need-them-and-how-to-use-them/" target="_blank">customer reviews and ratings</a>.</p> <p>Reviews are now a prominent feature on all product pages, including information about general sizing, calf size and width. It even allows customers to give feedback on where or how they have worn the item – e.g. ‘wear it for prom or party’ – to give reviews much more depth.</p> <p><img src="https://assets.econsultancy.com/images/0008/5715/Product_pages_2.JPG" alt="" width="250"></p> <p>Alongside this, imagery is now at the forefront with photo galleries showcasing products from multiple angles. As well as giving a better view of the product, this also makes the mobile site look much more slick and polished.</p> <p><img src="https://assets.econsultancy.com/images/0008/5716/Product_pages.JPG" alt="" width="250"></p> <h4>Social tie-ins </h4> <p>Today, <a href="http://www.fourthsource.com/social-media/social-media-shopping-next-step-retail-21641" target="_blank">more than half of consumers</a> who follow a brand on social media say they do so to research products and find inspiration. In line with this changing user behaviour, Aldo has introduced user-generated content into its mobile site, with an Instagram feed embedded directly into the homepage.</p> <p>Not only does this draw on the <a href="https://econsultancy.com/blog/68409-four-key-trends-within-the-world-of-influencer-marketing/" target="_blank">power of influencers</a>, but it also helps to drive additional purchases, with the ‘Shop the look’ feature including multiple products in one image.</p> <p><img src="https://assets.econsultancy.com/images/0008/5717/Shop_the_Look.JPG" alt="" width="250"></p> <h4>In-store convenience</h4> <p>Recognising the fact that not everyone who browses online will want to checkout, the ‘Find a Store’ feature lets users locate the product to buy offline.</p> <p>Using geo-locational technology, it is super quick and easy to locate the store that’s nearest to you. With information on store opening times and an indication of how many items are in stock, it’s a highly effective way of driving offline conversions based on mobile interest. </p> <p><img src="https://assets.econsultancy.com/images/0008/5718/Find_a_store_2.JPG" alt="" width="250"></p> <h4>True-Fit technology</h4> <p>In a bid to <a href="https://econsultancy.com/blog/68477-how-six-online-retailers-are-combatting-wrong-size-returns/" target="_blank">reduce returns</a>, Aldo is another retailer to integrate True Fit – technology that helps customers find the right size.</p> <p><img src="https://assets.econsultancy.com/images/0008/5719/TrueFit_2.JPG" alt="" width="250"></p> <p>By asking users the brand and size of a shoe that fits them particularly well, it is then able to tell them whether an item will be true to size, or whether to scale up or down.</p> <p>According to research, 60% of consumers say that they would be willing to provide information like this if it meant they'd be guaranteed the perfect fit first time. When it comes to shopping on mobile in comparison to in person, this reassurance can massively increase the likelihood of a transaction.</p> <p><img src="https://assets.econsultancy.com/images/0008/5720/True_Fit_3.JPG" alt="" width="250"></p> <h4>Post-purchase tracking</h4> <p>Of course, the customer journey does not end after the point of purchase, which is nicely highlighted by Aldo’s easy tracking feature.</p> <p>Instead of hiding it within a help or customer service section, this is located towards the bottom of the landing page, with large font to catch the user’s attention.</p> <p><img src="https://assets.econsultancy.com/images/0008/5721/Easy_tracking.JPG" alt="" width="250"></p> <p>As well as being useful post-purchase, it is also likely to instil confidence in those in the early browsing stages, indicating that the brand is focused on delivering good customer service.</p> <h4>Simplified checkout  </h4> <p>Multiple forms or mandatory sign-ups are likely to increase <a href="https://econsultancy.com/blog/67120-12-ways-to-reduce-basket-abandonment-on-your-ecommerce-site/" target="_blank">basket abandonment rates</a>, and when it comes to mobile, customers have even less time for complicated processes.</p> <p>Aldo’s redesign has simplified this experience, giving users the option for a guest checkout as well as condensing everything into a single page.</p> <p><img src="https://assets.econsultancy.com/images/0008/5722/Checkout_2.JPG" alt="" width="250"></p> <p>Upfront delivery information and returns policies are also helpful for providing reassurance throughout the process, driving customers towards that all-important final purchase.</p> <p><em><strong>Related articles:</strong></em></p> <ul> <li><em><a href="https://econsultancy.com/blog/68465-eight-features-to-appreciate-on-fat-face-s-new-ecommerce-site/">Eight features to appreciate on Fat Face’s new ecommerce site</a></em></li> <li><em><a href="https://econsultancy.com/blog/66644-how-debenhams-site-redesign-led-to-ecommerce-sales-growth/" target="_blank">How Debenhams' site redesign led to ecommerce sales growth</a></em></li> </ul> tag:econsultancy.com,2008:BlogPost/69033 2017-04-26T01:00:00+01:00 2017-04-26T01:00:00+01:00 Five essential mobile moments and how brands can take part in them Jeff Rajeck <h4>Engineering mobile moments</h4> <p>As part of a <a href="https://econsultancy.com/reports/understanding-the-customer-journey-in-apac">recent report about the customer journey in Asia-Pacific</a>, Econsultancy asked nearly 1,000 marketers about their ability to insert their brands into 'mobile moments'.</p> <p>The results indicate that around half of respondents felt that they did, in fact, engineer these 'mobile moments' which showed their brand in a positive light. But what exactly does that mean?</p> <p><img src="https://assets.econsultancy.com/images/0008/5674/1.png" alt="" width="777" height="298"></p> <p>According to <a href="http://blogs.forrester.com/ted_schadler/17-01-25-reinvent_the_web_to_win_the_mobile_moment">Forrester</a>, a 'mobile moment' is a point in time and space when someone pulls out a mobile device to get what he or she wants immediately, in context.</p> <p>And, it follows, that if brands want to engage the increasingly mobile consumer then marketers are going to have to position themselves into that moment and provide the value that consumers are looking for.</p> <p>Below are a list of five mobile moments and what brands can do to be a part of them, and win their customer's love and attention.</p> <h4>Before we start</h4> <p>Econsultancy Asia-Pacific has two events currently which may interest you:</p> <ol> <li> <strong>Webinar</strong> - <a href="https://econsultancy.com/events/mobile-trends-data-and-best-practice-apac-time-zone/">Mobile: Trends, Data and Best Practice</a> - on Thursday April 27th in the Asia-Pacific timezone.  Sign up here.</li> <li> <strong>Survey</strong> - We are looking for marketers in Australia and New Zealand to take part in a survey about marketing automation.  <a href="http://econsultancy.linkedin-state-of-marketing-automation-in-anz.sgizmo.com/s3/">Click here to participate</a> - and get a free copy of the report when it is published.</li> </ol> <h3>1) I want to know</h3> <p>The first mobile moment is when a consumer suddenly needs some information, either out of interest or perhaps as a first step on the customer journey.</p> <p>According to<a href="https://www.thinkwithgoogle.com/collections/micromoments.html"> research conducted by Google</a>, two out of three (66%) consumers use their mobile to look something up that they have seen in a TV advert.</p> <p>Additionally, <a href="http://www.nielsen.com/content/dam/nielsenglobal/kr/docs/global-report/2016/nielsen_global_mobile_money_report_final.pdf">according to Nielsen</a>, more than half (56%) of consumers in Asia-Pacific use their mobile to look up product information when shopping and a similar amount use their smartphone in many other similar ways as well.</p> <p><img src="https://assets.econsultancy.com/images/0008/5673/nielsen.png" alt="" width="800" height="407"></p> <p>How can brands win this moment? As nearly all searches for information on mobile start with Google, brands should ensure that their sites are high in search results for the things consumers are likely to search for on mobile.</p> <p>While this can be accomplished through good SEO, marketers should also review their AdWords keyword strategies to ensure that they are not losing the top of the page to competitors.</p> <h3>2) I want to go</h3> <p>Another mobile moment occurs when consumers are thinking of going somewhere, or even on the way, and they need to know more about their destination.</p> <p>Google's <a href="https://www.consumerbarometer.com/en/">Consumer Barometer</a> data indicates that 82% of consumers, globally, look for local information on mobile. While numbers are quite as high as that in Asia Pacific, in most Asia Pacific countries at least half of all consumers use their mobile devices to find local information.</p> <p> <img src="https://assets.econsultancy.com/images/0008/5676/2.png" alt="" width="800" height="432"></p> <p>For brands to be a part of this mobile moment, they should ensure that: </p> <ul> <li>They are on Google Maps (if they have a physical presence)</li> <li>Their website is mobile-optimized</li> <li>Their site has easily-accessible locations and opening hours </li> </ul> <h3>3) I want to buy</h3> <p>Perhaps the most obvious, and most-coveted by brands, mobile moment is when consumers are ready to buy something.</p> <p>Google reports that 82% use their smartphone in-store when deciding what to buy and Nielsen indicates that 60% use their mobiles to compare prices when shopping.</p> <p>According to the Consumer Barometer, many consumers also use smartphones to actually make a purchase in Asia-Pacific. The percentage varies considerably by country, but all brands in Indonesia should know that more than two in three consumers buy using their mobile device.</p> <p><img src="https://assets.econsultancy.com/images/0008/5677/3.png" alt="" width="800" height="475"></p> <p>There are countless suggestions for how marketers can improve mobile ecommerce, but perhaps the most important suggestion is that brands should avoid forcing their mobile customers to create accounts or do any typing of any significance. Point and click is the way to go on mobile.</p> <h3>4) I want to do</h3> <p>Smartphones are not, however, only used out-of-home. Many consumers also use their mobiles as the most convenient way to get information while they are working on projects in their homes.</p> <p>These moments are classified as 'I want to do' and brands which offer products or services which help people with cooking, DIY, homework, or other in-house tasks need to be present at these times.</p> <p>Google's data indicates that more than 9 in 10 (91%) of consumers use their smartphone to find ideas when 'doing a task' and so marketers can consider this mobile moment as pertaining to just about everyone.</p> <p>To be a part of the 'doing' moment, brands should consider search terms which consumers use when trying to accomplish something - "How can I...", "fix ...", "best way to make ..." - and produce appropriate content to satisfy the consumer's requirements.</p> <h3>5) I want to show</h3> <p>And finally, another emerging mobile behaviour which brands should be a part of is the moment where consumers want to share something with their friends or followers.</p> <p>According to <a href="http://www.straitstimes.com/singapore/smartphones-the-new-must-have-when-travelling">research by travel site Kayak</a>, more than half (54%) of travelers from Singapore use their smartphones on holiday (70% for those aged between 18 and 24), and the most popular reason is to share photos showing what they are doing while vacationing.</p> <p>For brands to be part of these mobile moments, marketers should consider doing experiential marketing in areas where people are on holiday or in crowded city centres.</p> <p>One excellent example of this is a recent experiential campaign <a href="https://www.whycatalyst.com/the-economist-future-forces/">dreamed up by Catalyst for The Economist</a>. To encourage subscriptions, the agency set up stands in urban areas which offered insect-flavoured ice cream.</p> <p><img src="https://assets.econsultancy.com/images/0008/5678/4.png" alt="" width="800" height="412"></p> <p>Intended to be a thought-provoking exercise about using bugs as a source for protein for a growing global population, the event also provided many memorable images which were surely shared extensively on social media.</p> <h4>So...</h4> <p>In order to stay relevant on mobile, marketers need to break out of the habit of looking at the customer journey as steps along the buying funnel and instead consider the consumers' new, mobile behaviours.</p> <p>These mobile moments offer brands an opportunity to move beyond interruption-based advertising and become relevant to the tasks which matter most in the lives of their customers.</p>