1. Webinar The Business Impact Of Mobile Engagement Ted Schadler Vice President and Principal Analyst Coauthor of Empowered December 13, 2012. Please call in at 10:55 a.m. Eastern time @TedSchadler

2. © 2012 Forrester Research, Inc. Reproduction Prohibited Forrester’s all-out attack to serve your needs with mobile research and advisory The CIO’s Mobile Strategy Playbook The Mobile Banking Strategy Playbook The Mobile Insurance Strategy Playbook The Mobile eBusiness Strategy Playbook The Mobile Marketing Playbook The Mobile Security And Operations Playbook The Mobile App Development Playbook 2

3. © 2012 Forrester Research, Inc. Reproduction Prohibited3

4. Agenda What is mobile engagement? What are its sources of value? How can you prioritize apps? Disrupt or be disrupted? 4

5. © 2012 Forrester Research, Inc. Reproduction Prohibited5 Your customers and employees have given you permission to be in their pocket. Your customers and employees have given you permission to be in their pocket. What will you do with that honor?

6. © 2012 Forrester Research, Inc. Reproduction Prohibited Mobile is the new face of engagement 6 Systems of record host processes in a virtual world. Systems of engagement touch people in their physical world. Mobile engagement empowers people to take the next most likely action in their moments of need. Source: November 16, 2012, “Great Mobile Experiences Are Built On Systems Of Engagement” Forrester report

7. Mobile engagement with shoes 7 © 2012 Forrester Research, Inc. Reproduction Prohibited

8. Mobile engagement with taxi services Uber empowers drivers and passengers by cutting out the middleman. Licensed drivers build their own brand and customer base. Customers leverage their context to find the nearest ride and request their favorite driver. A social feature lets customers rate drivers. 8 © 2012 Forrester Research, Inc. Reproduction Prohibited

9. Mobile engagement with windmills 9 © 2012 Forrester Research, Inc. Reproduction Prohibited

10. Mobile engagement with windmills 10 © 2012 Forrester Research, Inc. Reproduction Prohibited

11. Mobile changes the engagement calculus Your customers are always addressable. Your employees work anywhere, anytime. Your partners expect service then and there. People take action in their physical context aided by the intelligence in their pockets. 11 © 2012 Forrester Research, Inc. Reproduction Prohibited

12. 12 Source: September 26, 2012, “The Always Addressable Customer” Forrester report

13. “I just live my life and get things done.” Image source: Inc. (http://www.inc.com)

14. © 2012 Forrester Research, Inc. Reproduction Prohibited The anytime, anywhere information worker Multiple locations Work from at least three locations every week, including “on the go.” Multiple devices Own and personally work on at least three connected devices. Multiple apps Use at least seven apps weekly for work. Anytime, anywhere iWorkers 2012 15% 14 Source: November 5, 2012, “Mastering The Business Tablet Landscape” Forrester report

15. “How often do you work from the following locations?” (at least once a week) Base: 9,717 global information workers using each device Source: Forrsights Workforce Employee Survey, Q4 2012 “I carry my office on my hip.” 15 © 2012 Forrester Research, Inc. Reproduction Prohibited

16. Partners expect your application in their daily workflow 16

17. Mobile engagement with distributors Trane empowers distributors to upsell and close deals faster. An iPad app delivers content, sales materials, and documents. The “ring to ching” close rate is 20% faster, 31%+ in revenue. Analytics are built into the platform to monitor, refine, and reward. 17 © 2012 Forrester Research, Inc. Reproduction Prohibited

18. Agenda What is mobile engagement? What are its sources of value? How can you prioritize apps? Disrupt or be disrupted? 18

19. © 2012 Forrester Research, Inc. Reproduction Prohibited Where mobile engagement matters most 1.Engage customers in the key moments of their day. 2.Accelerate business processes by reengineering the last offline yard. 3.Empower employees to be productive on the go. 4.Reach customers with new business services. 19

20. © 2012 Forrester Research, Inc. Reproduction Prohibited20 Source: Forthcoming “The Business Impact Of Mobile Engagement” Forrester report

21. © 2012 Forrester Research, Inc. Reproduction Prohibited Agenda What is mobile engagement? What are its sources of value? How can you prioritize apps? Disrupt or be disrupted? 21

22. Understand who your employees are Understand when, where and why this employee is using the device and application Understand the needs your employees experience in this context Understand which technologies you can use to deliver value The anytime, anywhere analysis framework 22 Source: September 26, 2012, “Always Addressable Customer” Forrester report

23. Trane makes distributors successful with a tablet sales engagement app 23 © 2012 Forrester Research, Inc. Reproduction Prohibited

24. Distributors are volunteer users and sometimes not dedicated partners. Distributors call on consumers in their homes to educate them on heating and air conditioning while selling them the best product for their specific needs. Distributors use clipboards and paper-based catalogs to educate and convince someone to buy. They are often competing for business with other distributors. A native app with rich media and instrumented for metrics to help marketing, sales, and inventory management gain visibility. 24 © 2012 Forrester Research, Inc. Reproduction Prohibited

25. 25 Source: Forthcoming “The Business Impact Of Mobile Engagement” Forrester report

26. © 2012 Forrester Research, Inc. Reproduction Prohibited26 Source: Forthcoming “The Business Impact Of Mobile Engagement” Forrester report

27. © 2012 Forrester Research, Inc. Reproduction Prohibited Where the app falls on the scale determines what you should do next 27 Convenience Utility Transformative experience Engagement enhancer Back burner Redesign for mobile first 251 1

28. © 2012 Forrester Research, Inc. Reproduction Prohibited Agenda What is mobile engagement? What are its sources of value? How can you prioritize apps? Disrupt or be disrupted? 28

29. © 2012 Forrester Research, Inc. Reproduction Prohibited We are in 1997 all over again As with the Web, mobile looks easy at first. But as with the Web, firms that move too slowly for their customers face disruption from near and far. The path forward is clear: Mobile engagement, not apps. Mobile first, not mobile pilots. 29

30. © 2012 Forrester Research, Inc. Reproduction Prohibited Things that signal disruption Showrooming 30

31. © 2012 Forrester Research, Inc. Reproduction Prohibited Places where mobile will disrupt the status quo 1.New core capabilities like mobile payments 2.New aggregators in media, travel, and finance 3.New service models without intermediaries 4.New market makers in paid content 31

32. © 2012 Forrester Research, Inc. Reproduction Prohibited Next steps 1.What’s the trend line for your audience? 2.How can you enhance customer engagement? 3.Which apps empower employees? 4.What business processes can you accelerate? 5.What new services can you dream up? 6.What disrupters are lurking? 32

33. Thank you Ted Schadler tschadler@forrester.com @tedschadler blogs.forrester.com/ted_schadler