Forrester Whitepaper

PRESENT & FUTURE
OF MOBILE MARKETING
NOVEMBER 2012
A Forrester Consulting Thought Leadership Paper Commissioned By Velti
Mobiles Potential Lies Beyond an Extension of the Desktop

A Market Research Study On The Strategic Use Of Mobile In Marketing
November 2012
Forrester Consulting
Mobiles Potential Lies Beyond an Extension of the Desktop (A Forrester Consulting Thought Leadership Paper Commissioned By Velti)
Table Of Contents
Executive Summary: Use Of Mobile Is Tactical, Not Strategic, In Marketing ............................................................................ 2!
Advertising Dominates Mobile Marketing Mindshare Today ...................................................................................................... 2!
Mobile Offers Untapped Opportunities To Marketers ................................................................................................................... 7!
Few Marketers Are Preparing For This New World ....................................................................................................................... 8!
Key Recommendations: Marketers Must Build A Broad Set Of Competencies....................................................................... 14!
Methodology......................................................................................................................................................................................... 14!
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Page 1
Executive Summary: Use Of Mobile Is Tactical, Not Strategic, In Marketing

Mobile is the catalyst for seismic changes in how brands will engage with consumers; these will create both new
opportunities and challenges for marketers. The majority of mobile marketing spend today has been a reflection of
desktop, primarily focused on advertising or anonymous consumers. With the potential intimacy and rich context
offered by mobile, however, the true potential lies in the acknowledgement that mobile is a unique channel on to itself
and a significant opportunity exists not only in advertising but also lower-funnel marketing or engaging with existing
customers. In August 2012, Velti commissioned Forrester Consulting to evaluate the state of mobile marketing and
advertising in the United States. To further explore this trend, Forrester developed a set of hypotheses that tested the
assertion that marketers are spending the majority of their mobile efforts on initiatives that mimic desktop campaign
planning and as a result, neglect the opportunity to develop the competencies they will need to take advantage of the
mobile platform in two to three years time.
In conducting in-depth surveys with several agency professionals guiding the mobile marketing strategies for their
clients and 150 mobile marketing professionals within consumer product companies, Forrester found that the majority
of mobile marketing tactics employed were upper-funnel branding and promotions, i.e. spray & pray, that focused on
acquisition; the majority of mobile marketing spend was on advertising; and few mobile marketers were developing
strategic, long-term plans to build a holistic mobile marketing competency. Too few are taking advantage of the unique
opportunities offered by mobile.
Key Findings
Forresters study yielded three key findings for mobile marketers:
Most mobile marketing spend is allocated to upper-funnel tactics. Among the executives surveyed, 90% use
mobile advertising tactics, while only 48% use mobile marketing tactics to engage with their customers. Among
the executives interviewed, 33% self-report using mobile advertising tactics more often than mobile marketing
tactics.
The planned use of context falls short of its potential. Mobile phones are personal devices not shared
devices. The combination of sensors and observed behavioral data from the broad use of phones provides a
phenomenal amount of contextual information that marketers can use to simplify mobile experiences, offer
utility, or push more targeted advertising. Too many mobile marketers 78% are rooted in their PC and
audience paradigms, while only 43% use real-time information including time of day, but not behavioral data.
Too few marketers are building competencies for holistic mobile marketing. Mobile marketers primarily rely
on their agencies for mobile marketing strategies while simultaneously failing to build the relationships, gain the
buy-in, and understand the requirements of those outside interactive marketing. Only 45% of mobile marketing
executives surveyed felt they had strong expertise in-house, while 52% rely on their agency for strategic guidance.
Advertising Dominates Mobile Marketing Mindshare Today

With the number of mobile phones exceeding 6 billion globally, according to the United Nations, and smartphones
taking a majority share in the US in 2012, mobile is the most ubiquitous digital medium. Few marketers, however,
capitalize on the potential of mobile today. Marketers recognize the need for mobile in their marketing mix, but they
still rely heavily on the (PC-based) interactive experiences and paradigms. Despite 82% of marketers having a strategy,
Page 2
only 34% were running marketing campaigns in alignment with that strategy and 46% revealed that they were still in
the test and learn phase. Our research found that:
The majority of tactics employed fail to take advantage of the entire mobile funnel. At 90%, the adoption of
upper-funnel mobile advertising tactics (e.g. display ads, search, 2D bar codes) far exceeds that of lower-funnel
marketing tactics (48%) (see Figure 1). Social media and display ads topped the list. The migration of familiar
tactics from online (PC) interactive marketing to mobile devices is a natural progression that fits within the
comfort zone of marketers. Among those not yet leveraging mobile tactics, lack of expertise internally was cited
by 18%. The use of advertising tactics is not accidental fewer inexperienced mobile marketers are pursuing
lower-funnel objectives such as increasing customer satisfaction or improving customer service (see Figure 2). In
fact, acquisition through sweepstakes and contests is the only objective pursued by more less experienced
marketers. More experienced marketers have moved on to more strategic tactics.
Mobile targets are anonymous individuals within broader audiences not customers. Marketers continue to
rely on aggregate demographic data or paradigms carried from non-mobile media to target their audience rather
than building profiles of individual consumers based on trust and offered utility. Among the marketers surveyed,
78% were using audience data and 71% individual behavior information for targeting, while only 64% were
leveraging profile information unique to mobile devices (see Figure 3). Looking to PC best practices falls within
the comfort zone of interactive marketers. Naturally, when individuals first adopt new technologies, they do old
things in new ways. It will take time for marketers to embrace mobile to leverage the unique opportunities
offered.
Mobile marketing spend is lower overall, with upper-funnel discovery claiming the largest portion. The
average spend on mobile marketing media in 2012 is just over $500,000, with only 36% of companies surveyed
spending more than $1 million (see Figure 4). Furthermore, 12% dont know how much they are spending on
mobile. Marketers are allocating 49% of spend to upper-funnel objectives, with customer acquisition claiming the
largest share with 23% of spend. Spending on loyalty is also high at 17%, but loyalty programs typically offer
instant savings or after-the-fact accounting; they do not engage with the consumer either during the
consideration phase or after purchase while trying to use a product or service.
Metrics rely on PC paradigms more than on mobile metrics. The majority of marketers focus more on
engagement with ads and traditional business or marketing objectives (e.g. coupon conversion) than on tapping
into unique mobile KPIs (see Figure 5). To be fair, engagement with advertising is easier to measure than crosschannel attribution. However, relatively few marketers were measuring engagement with known customers
preferring to focus on anonymous interactions.
Page 3
Figure 1 Majority of marketers utilize mobile advertising - not marketing tactics

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Source: A commissioned study conducted by Forrester Consulting on behalf of Velti, August 2012
Page 4
Figure 2 Inexperienced mobile marketers are far less likely to pursue lower funnel marketing objectives
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Page 5
Figure 4 Despite potential of mobile marketing, spend is nearly equally split between advertising and marketing
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Figure 5 Too few marketers leverage unique mobile metrics to gauge success
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Mobile Offers Untapped Opportunities To Marketers

Mobile offers a phenomenal number of new opportunities to marketers to engage directly and in highly relevant ways
with their customers. This always on, always with me, personal, not shared device generates highly contextual
information that marketers can use to support their customers through utility, relevancy, and simplified experiences.
Marketers must migrate away from the paradigms of the PC, think mobile-first, and embrace the new opportunities
that mobile offers. Mobile will:
Be highly contextual. Forrester defines context as the sum total of everything customers have told you to date as
well as what they are experiencing at their moment of engagement. Context includes a consumers situation,
preferences, and attitude. The combined power of the network and device (through sensors) collecting data as
well as user behavior (e.g. banking, shopping, talking, posting photos) means that the mobile phone will know
more about consumers than any other device, person, or organization. Marketers must focus first on utility and
using context to improve the quality of the user experience by simplifying tasks. Highly targeted advertising that
appears creepy will push consumers (and their state and federal representatives) toward protecting their
information.
Allow brands to meet and engage with their customers throughout their purchase journey. Mobile offers a
first-time opportunity for manufacturers (e.g. auto, CPG, electronics), retailers, and media/entertainment
companies, among others, to acquire customer names and engage directly not through indirect channels or
Page 7
intermediaries. In the past, these companies have relied on low-conversion, post-purchase tactics such as product
warranty registration or sweepstakes or loyalty programs (e.g. collecting points through proof of purchase) to
obtain customer names and build limited profiles. Companies or marketers otherwise only knew their customers
if they logged in or raised their hand. Mobile enables engagement with customers throughout the purchase
journey, including at the shelf or even at the point of sale.
Commerce-enable the physical world. From healthcare to automotive to retail, products and machines will
increasingly have the ability to communicate with the mobile device. Running shoes and pill bottles will initiate
replenishment. A purse seen on a bus will be identified with visual search and immediately purchased. Interactive
walls and posters will be catalysts for immediate purchases. In some scenarios, consumers will be proactive in
finding products to purchase. In other cases, messaging will be used to alert consumers to relevant deals.
Marketers have a (phenomenal) opportunity to engage with consumers exactly when they are ready to transact.
Add a digital services layer to physical products and locations. Digital mobile services will be overlaid on
physical products (and local establishments) to create experiences. Nike already sells a fitness experience today
with its in-shoe sensors and wristbands that track and relay workout information to the mobile phone.
Manufacturers of everything from cars to shirts to savings accounts will have these opportunities. Marketing
must consider its role to be one that extends throughout the customers life cycle. Given the small bandwidth or
byte-footprint of messaging combined with the immediacy it offers, messaging will be a key carrier of
information from products to phones.
Force marketers to reconsider success metrics. Key performance indicators (KPIs) must transition from
focusing purely on traditional marketing (e.g. click-through rates, impressions) and business success metrics (e.g.,
higher revenues or conversions, lower operating margins or COGS) to consumer-centric ones. Focusing on
convenience or delivering mobile experiences with high utility that result in higher customer satisfaction and
brand affinity may be the starting point. Companies must transition, however, to metrics that focus on questions
like, Have I made my customers life better with access to real-time data and applications to process that data?,
If I am a bank, is my customer saving more? Or paying more bills on time?, or If I am an insurance company,
is my member adhering to his or her treatment program (e.g. losing weight, lowering cholesterol)?
Few Marketers Are Preparing For This New World

The vision of future opportunities enabled by mobile is powerful, but few marketers have a road map, the expertise, or a
plan in place to use mobile to its fullest potential. They must develop a mobile-first mobile marketing strategy which
means not simply taking tactics, campaigns, metrics, content, and services designed for the PC and shrinking them on
to a small screen. They must plan infrastructure and staff to support the future scenarios described. The attributes of
those marketing professionals who will fall short of maximizing the potential by failing to build a thorough set of
competencies include:
Relying on third parties for their mobile marketing strategy thereby forgoing long-term planning.
Forrester created a segmentation of marketers based on their approach to developing their mobile strategy, their
level of expertise, and how they are executing campaigns. Among newbies, 47% reported that their agency has a
strong influence on their mobile marketing strategy, but only 25% were running mobile campaigns as part of a
longer-term mobile strategy (see Figure 6).
Limited use of real-time, contextual information. Using real-time context today to target consumers or offer
convenience by creating utility or simplifying tasks is limited. Many marketers use location, which is a first step,
Page 8
but very few interpret the meaning of a customers location beyond proximity to a brick-and-mortar location (see
Figure 7). Marketers must develop the ability to create dynamic offers based on real-time information. Moreover,
targeting individual consumers or creating rules to target consumers will trump mass outreach to audiences.
A traditional view of what marketing is. In a very traditional sense, marketers have relied on TV, radio, print,
and end-cap or displays in retail locations to promote their products tactics very much focused on brand
awareness and driving trial or purchase. Mobile affords marketers the opportunity to layer services on products
and extend their dialogue or engagement with customers through to ownership and replacement or refill. Too
few marketers have worked with product teams to actively develop these experiences (see Figure 8).
Use of project-based work. Among the marketers surveyed, 60% reported that most of their mobile marketing
and advertising initiatives involved project-based work. Project-based work implies silos and IT team
workarounds rather than a high degree of trust and cooperation. Moreover, 7% reported they were running
campaigns in the absence of an overall mobile marketing strategy, and 59% revealed their tactics were part of
short-term programs running while they developed a long-term strategy (see Figure 9).
Limited collaboration with eCommerce, brick-and-mortar, and product teams. Many marketers are doing
well to collaborate across business and functional groups. The potential of mobile extends well beyond a siloed
channel for mobile commerce or services. Mobile has the opportunity to enhance other touchpoints especially
those in the physical world, such as stores and bank branches. Only 37% of the marketers surveyed were
collaborating closely with their operational counterparts (see Figure 10).
A failure to view their IT team as a strategic partner. Mobile marketing campaigns, websites, and applications
are not one and done projects. They are mobile services that must be watered and cared for, so to speak, with
operating system and hardware updates. Moreover, creating dynamic offers based on customer profiles and
information (e.g. customer accounts, pricing, and product availability) will depend upon access to services and
content housed internally in back-end systems. Some 63% of marketers surveyed self-reported a good working
relationship with their technology counterparts, but that didnt necessarily translate into depending upon them
for the development of mobile services. Marketers self-reported outsourcing mobile application development
(30%) and mobile web development (33%), with only 38% wanting to hand over that responsibility to their IT
counterparts (see Figure 11).
Page 9
Figure 6 Reliance on third parties combined with immature strategies is correlated to short term initiatives
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Figure 7 Experienced marketers are using mobile-specific contextual elements

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Figure 11 Marketers work with their IT counterparts, but do not depend upon them
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Page 13
KEY RECOMMENDATIONS: MARKETERS MUST BUILD A BROAD SET OF COMPETENCIES

Marketers must pursue a multi-pronged approach today to build the competencies necessary to leverage mobile to achieve
marketing objectives especially those marketers who self-identify as newbies or who have limited experience. They must
develop a tactical plan to bridge the gap. If you are a marketer, this paper can serve as a benchmark to help you assess your
readiness versus the internal competencies you need to take advantage of the opportunities that mobile offers. Mobile
marketers positioning themselves for future success will:
Understand consumer behavior across screens. Consumers are ingesting media across a growing number of
screens from portable devices such as mobile phones, eReaders, and tablets to TV screens, which will become
interactive. Marketers must consider not only how consumers use these devices differently but also how they use
them in parallel. Only 54% of marketing executives surveyed were leveraging data from multiple screens to build
customer profiles.
Embrace mobile as a unique, full funnel medium. The intimacy and contextual relevance offered by mobile
devices gives marketers the ability to get to know or build profiles of individual customers. There is a cost
associated with the opportunity. First, marketers must create holistic profiles that go beyond mobile device usage.
Second, marketers must devise good reasons to engage with customers frequently.
Develop both strategic and tactical plans to utilize context. The use of context is basic among advertisers today;
other than information directly provided by consumers, context is primarily limited to location. Few marketers are
thinking ahead to new contextual elements or how to use context to offer utility and simplicity not just highly
targeted advertising.
Build competencies either in-house or through strategic partners. Theres a broad range of strategic and
technology competencies that marketers must build or have access to through strategic partners. Too few
marketers are looking to build in-house competencies to support strategy and services development.
Create new business rules based on real-time data. Vendors have touted the ability to engage with consumers in
exactly their moment of need. In reality, few consumer-facing companies have the ability to act on the information
that they already have let alone information collected in real time, such as a check-in or an in-store barcode scan.
Work with product teams to extend the reach of marketing beyond purchase. The definition of marketing is
expanding to encompass the entire consumer journey. Mobile opens up the opportunity both to launch entirely
new products and services as well as to enhance existing services, products, and consumer touchpoints in the
channels.
Work closely with internal technology teams. Future mobile services will depend heavily on infrastructure and
services. Marketing professionals will need not only customer profiles but also real-time access to data in
reservation systems, accounts, loyalty programs, schedules (e.g. for buses or planes), pricing, product catalogs, etc.
Long lead times are associated with building these capabilities. Marketing professionals will need multi-year
services road maps and a close working relationship with their IT counterparts to capitalize on mobile opportunities
in a few years time.
Methodology
In this study, Forrester surveyed 157 US-based B2C marketers and agencies within the following industries: retail,
automotive, CPG, travel, and financial services. All 150 marketeering companies we surveyed represent more than
$100M in revenues, and the seven agencies represent $10M in revenues. The respondents were key influencers for the
digital or mobile strategies within their company.
Page 14

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PRESENT & FUTURE

A Forrester Consulting Thought Leadership Paper Commissioned By Velti

Mobiles Potential Lies Beyond an Extension of the Desktop

Executive Summary: Use Of Mobile Is Tactical, Not Strategic, In Marketing

Advertising Dominates Mobile Marketing Mindshare Today

Figure 1 Majority of marketers utilize mobile advertising - not marketing tactics

Base: 139 mobile marketers

Base: 139 mobile marketers

Figure 3 Fewer marketers take advantage of unique mobile, contextual information

Base: 139 mobile marketers

Base: 139 mobile marketers

Base: 139 mobile marketers

Mobile Offers Untapped Opportunities To Marketers

Few Marketers Are Preparing For This New World

Figure 7 Experienced marketers are using mobile-specific contextual elements

Base: 139 mobile marketers

Base: 150 mobile marketers

Base: 150 mobile marketers

Figure 10 Cross role collaboration is minimal

Base: 150 mobile marketers

Base: 150 mobile marketers

KEY RECOMMENDATIONS: MARKETERS MUST BUILD A BROAD SET OF COMPETENCIES

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