With more than half of retail traffic now taking place on mobile and opportunities constantly evolving, the importance of having an effective mobile strategy in place and maintaining it cannot be overlooked. Our summit gives brands the opportunity to the pick the brains of their peers and a range of technology experts, while looking the latest trends, ideas, and practical examples in the space.

If you weren’t able to attend the conference, here is a selection of the best gems of wisdom shared during the event.

“We take the idea that ‘your employees are people’, and I know that sounds really crass to say. But they are not resources, they are not a robot that comes in and presses buttons on a till. They are people who care about selling the goods that you want them to sell and they care about the service they give their customers.”

“It’s to work the way that we live. It’s time to use that fantastic mobile technology to deliver an experience at work using mobile technology to actually deliver experiences for employees, not just for consumers, that really make them enjoy their work.”

The day kicked off with Ilicco Elia, head of mobile at Deloitte  speaking about how mobile technology can be used to create apps that help employees to do their jobs more easily and efficiently.

“Mobile should be your friend, and I feel like we’re getting to a point where it could well be, especially as you release a branded retail app.”

“Branded retail apps are potentially a massive untapped goldmine. If not anything, it’s because you’re reaching consumers who may well have demonstrated brand affinity by organically installing your app. They may well have installed your app at the point of purchase, demonstrating that they’ve actually bought your product before.”

William Melzler, VP of business development at YouAppi discussed the how retailers can develop brand affinity and loyalty via branded retail apps.

“Do you know where your data comes from? When you’re planning campaigns, and you’re executing and measuring those campaigns, do you truly know where you’re getting that data from? When you’re working with partners are they being really clear and transparent with you?”

Valid questions that retailers need to be asking themselves with GDPR on the horizon from Warren Mills, client partner at Weve.

“A lot of people talk about location being a core signal, and it is, but we believe when it’s combined with other signals as well – things like bank-verified data – that’s where the power really comes with the data. Building that holistic audience together is really important”

Mills continued by looking at how location data can be used in combination with other forms of mobile data in the planning process for retail campaigns.

“Session times are coming down because we’re becoming better at mobile. It’s starting to become part of recognising what apps are about and it should be more frequent, lower timed session. There’s a really important point about KPIs with this and tracking the right things. It’s much better and more successful to have a higher frequency of lower timed sessions in retail than it is to have less frequent, longer sessions.”

“Apps aren’t just another digital channel, they’re the glue that brings together digital and store.”

Paul Barnes, Northern Europe territory director at App Annie looked at the power of the app market and challenges facing retailers within the space.

“Why are we still thinking that consumers move according to the media we buy? You can’t afford to be top-down planning anymore because that power has shifted. It has to be from the ground up, it has to be consumer-led.”

Retailers have to shift the way they look at consumer behaviours in order to target people, according to Alex Wright, head of insight at Blis.

“We’re launching a fitness boutique, and we’re calling it Sw3at. If you’re in Malaysia, Mumbai, North London, or Manchester, you can come and watch the close live or delayed. And we’ve developed a bit of kit where we can then track your fitness, so we can send you push notifications… It’s beginning to understand how we can use these modern developments to support our core product.”

As part of his presentation, Daniel Herman, CEO of Bio-Synergy, gave the audience an insight into how his sports nutrition brand is targeting audiences and keeping them motivated to exercise through mobile and social.

The post The 10 best quotes from our Mobile Retail Summit appeared first on Mobile Marketing Magazine.

With more than half of all online retail revenues coming from mobile devices, its never been more important to ensure the mobile is well integrated into your marketing strategy. Marketers can no longer rely on an app or a mobile website; todays consumers are demanding a seamless omnichannel experience that treats them as individuals. Our Summit gave brands an opportunity to connect with ad tech providers, industry experts and their peers to ask questions, challenge assumptions and hear about some of the latest developments and cutting-edge insights.

If you werent able to make it to the Summit, you missed out on some fantastic guidance from leading industry figures, but you can still access some of the gems of wisdom here, with our top 10 quotes from the day.

“The battlefield is going to be in how we treat our customers. Theres going to be technology, and theres going to be service, but therell always be customers.”
Jat Sahi, digital lead, retail and hospitality for EMEA, Fujitsu

Our day was kicked off by Jat Sahi of Fujitsu, who explored how mobile and digital was disrupting not just traditional working practices, but entire sectors and business models, and what retailers can do to keep pace with the speed of change.

“Were competing with online, and customers dont differentiate between that. Its a seamless journey to purchase for them, but for us, its more important theyre making that purchase in a physical place.”
Deborah Owen-Ellis Clark, head of retail marketing, British Land

In her presentation, Deborah Owen-Ellis Clark of property firm British Land presented a pilot scheme the company carried out using AR to drive footfall and improve customer engagement at their retail locations, and how the portfolio-wide scheme went from conception to execution in just eight weeks.

“Games found business models that werent there before – in-app advertising, in-app purchases. They pioneered the way mobile could generate revenues.”
Ilja Goossens, sales director for EMEA, Tune

Ilja Goossens from Tune gave us a brief history of the mobile age, walking attendees through how our interactions with smartphones have changed, and how the evolving market has affected to battle to acquire high quality users that will return to spend, again and again.

“If youve done your homework, and you have the right reasons why the company should go in a direction, and you have the technology, Ive never heard anyone say No to an idea just because mobile is involved. There are still siloes, but I think weve got better at breaking them down. If you look at the things were using mobile for now, weve already com a long way, but consumer expectations keep rising.”
Jen Brown, director of marketing for EMEA, Tealium

During our closing panel debate, Jen Brown of Tealium tackled the question of how mobile marketers can sell the idea of the omnichannel customer experience to stakeholders who may be stuck in siloed ways of thinking, and highlighted the importance of data in proving the strength of mobile.

“One of the biggest issues for customers doing an online grocery shop for the first time is speed, and thats a major pain point for us and them. Without any existing customer data to work from, the process can take a lot longer, and some customers can be put off by that, so making that journey smoother and faster is a priority for us.”
Alastair Preacher, customer director for new venture and head of digital customer, Tesco

During our roundtable sessions, Alastair Preacher, one of the delegates from Tesco, rose the issue of onboarding customers into apps, and how important it is to provide a seamless customer experience from the word Go when it comes to ensuring long-term retention.

“The web provides us with loads of publicly available data that can inform marketing decisions. We went out and sourced information from 8m posts from BabyCentre to find out what mums are thinking about at every different step of their pregnancy and beyond.”
Ashley Kenerson, head of data analysis, strategy and insight, DigitasLBi

Ashley Kenerson from DigitasLBi spoke about the power of individual-level omnichannel data, and how it can shift our targeting from channel-based to person-based, identifying the previously invisible signals of human behaviour and making them actionable.

“We talk about mobile as the key to retail but its not just about the device. The real truth is that whatever youre using, whether its your desktop or actually walking into a store, mobile is what is stitching it all together.”
Iain Murphy, director of operations & customer success, Tealium

During his presentation, Iain Murphy from Tealium described how mobile has transformed in the past few years from simply smartphones to encompass a whole range of technologies, from tablets and the connected car, to beacons and the smart home, and how all these data points can help create a single customer view across online and in-store.

“Big companies dont tend to build the expertise in-house. You need experts in-house who understand mobile strategy before you reach out to external companies. In the land of the blind, the one-eyed man is king, so if someones telling you something is a good idea, you need to know whether or not theyre accurate.”
Ilja Goossens, sales director for EMEA, Tune

During our panel debate, Ilja Goossens from Tune spoke about the importance of brands developing their own mobile expertise, rather than relying on contractors and third parties to steer them towards a mobile-first attitude.

“People often wont download an app to make their first purchase, and that becomes an extra friction point for getting people to try the service, so we ensure our mobile web site is capable of delivering the experience they want. Then we can use the mobile site and our CRM database to get people to transition to the app at a later date.”
Aron Gelbard, co-founder and CEO, Bloom & Wild

Our editor David Murphy hosted a fireside chat with Aron Gelbard, CEO of Bloom & Wild, who spoke about the way the company has tailored every aspect of its customer experience to the mobile-first age of retail, and how that strategy has led to both innovation and great success.

“If youve got a two star rating for your app in the app store, 15 per cent of people who visit that page will end up downloading it. Increase that to a five star rating, and that figure becomes 95 per cent.
Mick Rigby, CEO, Yodel Mobile

For his presentation, Mick Rigby, CEO of Yodel Mobile, broke down some of the preconceptions that exist in app marketing, and how firms can reap the rewards of taking a few simple steps to ensure theyre getting the basics right.

If youre interested in hearing these sorts of insights into a variety of verticals and technology areas, check out our 2017 Summits site, with events covering Finance, Programmatic, the Connected Consumer and more. Click here to find out more.

The post The 10 Best Quotes from our Mobile Retail Summit appeared first on Mobile Marketing Magazine.

Ordering flowers over the phone is hardly a new concept. After all, 1-800-Flowers launched all the way back in 1976 with that very concept. Here in the modern day, though, picking out the right bouquet on your mobile still isn’t as simple as it could be.

It was a poor mobile experience, attempting to buy flowers on a plane before the ‘turn off your phone’ light came on, that inspired CEO Aron Gelbard to co-found the flower delivery company Bloom & Wild.

Since the company was founded in 2013 – having picked up £3.5m funding on the way – it has worked to streamline this exact process. It’s far from the only business with that mission statement, but Bloom & Wild’s USP is that the flowers themselves are streamlined too. Taking inspiration from the likes of Graze snack boxes, its bouquets come boxed up small enough to fit through the average letterbox, and then blossom from there.

Speaking at the Mobile Retail Summit, Gelbard explained what – aside from the usual obvious reasons – makes mobile a good fit for this business in particular.

“Flowers are a very impulse-led purchase,” he said. “There are all these emotional triggers – finding out somebody is pregnant, for example, or has got engaged – which often lead to buying flowers. A lot of those moments we’re now consuming on our mobiles, and so it’s a natural place to want to respond to them.”

In spite of that, Gelbard admitted, it was desktop where Bloom & Wild first blossomed rather than mobile.

“To begin with, despite our intention to be mobile-first, I don’t think we truly were,” he said. “That was a question of resources and experience. But mobile-first was always the ethos and I think it’s now in our execution as well.”

Appotropism
Today, mobile is the majority for Bloom & Wild, across its mobile site and app. While most of its traffic comes from the mobile web, according to Gelbard, the latter provides a superior customer experience.

“Mobile web lacks the native benefits of an app,” he said. “When we developed the app, we wanted to make an experience that made use of mobile-native features to reduce the amount of work a customer had to do. Features like the calendar. to make it easy to save future occasions, and payment services like Apple and Android Pay. You can’t connect to a device’s address book on a mobile site.”

In an attempt to guide customers to its preferred platform, Bloom & Wild uses its post-purchase CRM program to reach customers, encouraging them to use the app in future. It also makes sure to explain the benefits of its app on the mobile site – but this is a very fine line to tread.

“Initially, we tried to force the app on our users too much,” Gelbard admitted. “While it is the best experience, rather than forcing it down their throats you should give customers the experience they want, and try to create the best possible one for them on the web.”

Careful pruning
The one uniting factor throughout Bloom & Wild’s mobile presence, it seems, is simplicity.

The app’s UI is influenced by Tinder, borrowing its swipe and tap navigation. Gelbard said the main thinking behind the app, however, was making sure there were “as few steps as possible to get through the main purchase flow”.

“It was vitally important to reduce the amount of typing, which causes a lot of friction for customers. On mobile, when you’re typing with one hand on a busy commute, each incremental keystroke is a lot of work.”

Part of preserving this simplicity – and where the comparison with Tinder ends – is maintaining a finite amount of products that customers can choose from. The number of bouquets offered by Bloom & Wild is “somewhere in the teens”, and Gelbard said that the company did not want to push this selection much further.

“The difference with Tinder is, in a shopping experience, you might go to the end of the carousel and then come back. We don’t want you to have to scroll back through 200 items to get there,” he said.

“We’ve been experimenting with filtering on mobile web, and will follow that up on mobile – but fundamentally, we think people want to look at one product at a time, so they really know what they’re getting.”

Bloom & Wild applies the same philosophy to the functionality of the app itself. “A lot of apps try to pack everything in,” said Gelbard. “That means they take up a lot of space on the user’s phone, and ultimately it detracts from the primary purpose of why people have this app on their phone.”

Room to grow
So where next for Bloom & Wild?

“So far we’ve focused on app and web, but we’re interested in conversational commerce” Gelbard said. “1-800-Flowers in the US has done a lot of work with bots and FB Messenger. I don’t think it’s something our customers are crying out for, and so as a small team we’ve had to prioritise, but it’s an interesting idea.”

One dead end for the company, apparently, was app install ads. “We haven’t done a lot of it,” he said. “We’ve found it quite expensive. Plus, a lot of people won’t download the app to make their first purchase from Bloom & Wild – I think it just adds another friction point.”

Aside from exploring new technological avenues, Bloom & Wild wants to expand its offering on the corporate gifting side, helping CRM teams reach customers with flowers. But Gelbard ruled out a venture into a wildly different product category.

“We want to stick with our specialty of flowers and improve on that as much as possible, rather than try to learn how to sell books or whatever else.”

The post Bloom & Wild: “Mobile-first was always the ethos. It’s now in our execution as well.” appeared first on Mobile Marketing Magazine.

MM: Mobify is a leader in the Mobile Customer Commerce and Engagement Platform category. What do retailers need to know about this technology?

PM: We know nearly 80 per cent of adults own smartphones, and 90 per cent use them to research items, find stores, compare prices and look for promotions – often while standing in or near the store. Marketers see how mobile influences $1 trillion (£689m) in retail sales, which is why its being called the new “front door to the store.”

But smartphone conversion rates are still a fraction of desktop. Mobile technology is becoming more complex, with a gap between in-store and online marketing. Meanwhile, shoppers are expecting an AirBnB- or Uber-quality mobile experience. Email is 35 years old and cant exploit interactive opportunities the same way as chat commerce, apps, messaging and social networking.

Retailers have stopped saying “Smartphone business is not good for our business” and started thinking “How can we get out in front of these technologies to improve the experiences of the mobile customer?”

Mobile customer commerce and engagement provides the infrastructure required to solve the engagement challenge in a mobile- first way. It focuses on communications and engagement, rather than transactions, and replaces homegrown approaches to facilitate, in one place, all of retailers real-time interactions with mobile customers.

MM: How is this changing shopping and the job ahead of mobile marketers?

PM: Shoppers use desktop and mobile devices to locate stores, check prices, research before they buy, and read or post reviews. They expect seamless channel integration, and rarely make buying decisions without weighing ample content from their social contacts, retailers and other authoritative sources.

Retailers who understand the value of conversational, or “chat” commerce are going to win big. The marketers job is no longer about assembling technologies for spray and pray marketing. The mobile platform is handling the heavy lifting so marketers can focus on content that makes shopping more compelling across physical, online and mobile.

MM: What technologies are you most enthusiastic about in mobile commerce and engagement?

PM: Web push notifications offer a brand new communication channel that allows marketers to send messages directly to customers via their browser on both smartphones and desktops through push messages that go into the notification centre without needing a browser to be open. The beauty of web push is that customers don’t need to download an app or provide their email address to subscribe.

New location technologies go way beyond store locators, so marketers can quickly create local landing pages, change the content based on the shoppers history or in-store behaviour, use beacons to direct to featured products and much more. Having location technology as part of the mobile commerce and engagement platform means you can use it in combination with web push messaging. So you can deliver content right to the browser, for example, a homepage promotion specifically for a nearby store, where a customer can try and buy.

Machine learning is creating more automation and intelligence at scale. This is exciting because we can track an increasingly intelligent stream of content involving user behaviour and location, together with retailer catalogues and inventory, and “universal” data like weather and time. So marketers can optimize not just for the device but the shopper, anywhere in the buying lifecycle.

Its exciting to hear marketers ask, “I’ve got a mountain of data streams and touch points with my customers. How can I create a single campaign that uses all my data to influence and optimize the customer experience across all these channels?”

MM: What is an example of a retailer using web push notifications?

PM: I think of use cases as promotional and non-promotional. Carnival Cruises uses web push notifications as part of a campaign for “Courtesy Holds” where they allow customers to book a cruise without payment and hold their booking for 24 hours.

A promotional use case is retailers that rely on flash sales, exclusive offers and time-sensitive marketing programs. Beyond the Rack is a leading online retailer running sales events for its 14 million members worldwide. Typically, they send emails, but with sales events which might last just 48 hours, they cant rely on members to check their mail.

With web push messaging, they reach customers with gentle, opt-in reminders at the front of a shoppers mobile phone. Theyre seeing a 20 per cent clickthrough rate and a 26 per cent average increase in spend by shoppers via web push. Any retailer interested in skipping overcrowded email inboxes with timely, targeted and relevant messages for shoppers should think about using web push notifications.

MM: What about location marketing?

PM: A leading UK fashion and homeware retailer is using location marketing to help increase and convert foot traffic in stores by delivering contextualized, location-enriched marketing to shoppers across email, social, search, and landing pages. A third of UK retailers have an app, but only 19 per cent have a transactional app and few have an app that can join together at home and in-store purchases to deliver a more powerful pool of data around which to develop smart content tailored to the shopper based on location.

For instance, they can deliver more relevant offers based on shopper location through banners shown at home or more targeted, store-specific offers when a customer is close to or inside the store either on the web or in the app. They can use the local floor plan to find items and activate vouchers.

MM: Should we be worried web push notifications and location-enabled messaging will annoy or frighten customers?

PM: You need to start with a “double opt-in” approach. So, for example, you might send a message, “We can send you notifications when our auction goes live.” Thats the first opt-in opportunity and customers can say yes or no.

Shoppers tend to like it because they need not download an app or give personal info. It’s crucial to over-communicate to consumers when you’re collecting data, what you’re collecting and how they’ll benefit, and give people a chance to say “no” if that’s not what they want.

MM: What do retailers tell you they want from their mobile commerce and engagement partner?

PM: Retailers want partners to manage complexity so they can leverage new channels to be a powerful leader in mobile retail. Its been so exciting to see UK retailers like Matalan jump ahead with a truly modern mobile shopper experience.

Like many retailers, they dont want to own the burden of developing and maintaining mobile tech, apps, mobile sites etc. across all devices. They need someone to integrate the pieces and own time-to-market, cost and implementation. The future of mobile marketing lies with the new campaigns technology can enable. The goal should be to put the power in the hands of retail marketers, not technologists.

This article first appeared in the February 2016 print edition of Mobile Marketing. You can read the whole issue here. 

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Yesterdays Mobile Marketing Retail Summit saw four innovative companies with exciting solutions to some of retails trickiest problems present as part of our Startup Showcase, demonstrating some cutting edge ideas that are poised to transform the market.

Pulsate

Pulsate was voted as the most promising startup on the day by our attending delegates. It offers an end-to-end context marketing platform for mobile that drives new revenue for retailers by changing the way they interact with customers both inside their apps and within bricks and mortar outlets.

The platform is easily integrated with new or existing apps and provides live audience segmentation alongside an intuitive campaign-builder to deliver engaging customer experiences. Pulsate brings together a hybrid of data sources together within its platform, combining in-app behaviours, geofences and even somatic data like a users heartrate or bloodpressure to trigger content delivery at the right place and time.

“When it comes to delivering relevant marketing, beacons are the cherry on top of a rich, contextual stack,” said Patrick Leddy, emphasising the need to combine data from a wide variety of sources to build a true picture of customer intent.

NewAer

“Bluetooth low energy has the potential to be Spam 2.0. We said, lets come up with a tool, an SDK, that enables your apps to have intelligence in how they deliver messages to you,” said Dave Matthews, founder and CEO of NewAer, which came out of Unilevers successful global startup program, Unilever Foundry.

NewAer has developed a mobile software client that enables any connected device to be treated in the same manner as a beacon, and pass peer-to-peer messaging within the network that it creates. The developer-focused SDK ProxPlatform is a core client and server-side technology enabling mobile app developers to add presence events within third party applications.

Among the examples of NewAers capabilities that Matthews presented included a system using a cars Bluetooth capability to drop a pin on a map every time the engine is switched off and a proximity enabled airport sign for American Airlines that reacts to the presence of loyalty scheme members.

Gleam

Gleam is a mobile fashion discovery and intelligence platform, combining an analytic offering enabling brands to gain real-time insights into fashion trends with its own distribution channel, the Gleam app which offers inspiration and shopping capabilities to more than 350,000 users in 10 geo-located streams.

The app enables users to shop from over 700 global and local fashion sources, with a focus on Latin America, where the company is based. By analysing more than 100,000 datapoints generated by the app daily, Gleam offers the $1.5 trillion fashion industry with unique insights into how consumers are reacting to its products.

“Our vision is to change the way the fashion industry interacts with data,” said Andreia Campos, CEO and co-founder of Gleam. “Fashion retailers are still relying on older methods to monitor in-store trends, and many style apps dont cater to emerging markets in the same way we can.”

Glimr

“The Holy Grail for marketers is getting access to the online data and tying it to the offline data,” said Robert Hedberg, CEO of Glimr, explaining the thinking behind the companys use of beacons.

Glimr enables retail brands to reimagine their customers’ journey both in-store and online, working in tandem with beacons to ping a customer’s phone when they are near a store or product.

Hedberg showcased the technologys potential by focusing on a campaign that Glimr had run for Knorr in Sweden, partnering with a newspaper app that 50 per cent of consumers in Sweden have to gather data on customers buying soup, then retargeting them with a coupon the next time they opened the app.

The post Innovation Lab: Startup Showcase Special appeared first on Mobile Marketing Magazine.

Around two years ago, the company created the GameStop Technology Institute, a team dedicated entirely to leveraging cutting-edge technologies to improve customer experience both online and in physical stores, as well as increasing revenues, with a focus on digital advocacy, geo-fencing, beacons and innovation platforms.

The company has around 25 store branches in its home state of Texas that are used to pilot everything from beacon marketing and tablets for store associates to AR experiences, with successful elements then rolled out on a national and international level.

“Weve all seen the headlines: brick and mortars dead,” said Michael K Mauler, executive vice president and president of international for GameStop at our Mobile Retail Summit earlier today. “Its surprising that any of us are are around at all. But pure online retailers cannot compete against brick and mortar retailers with a solid omnichannel strategy and a compelling in-store value proposition. If youre solely online, youve got one hand tied behind your back, because youre missing the most engaging channel.”

At its pilot branches, customers are greeted with customised digital messages through their app upon entering stores, and directed towards Bluetooth beacon-enabled zones where they can trigger game overviews, trailers and promotions.

Staff are equipped with tablets that enable them to showcase AR experiences within stores, promoting games, and individual customer interactions carry on beyond purchases, with customers able to follow social platforms curated by individual store associates that keep them up to date with new and upcoming releases and promotions.

“One of the mistakes GameStop made about 10 years ago was focusing on multichannel rather than omnichannel,” said Mauler. “That might sound like semantics, but I dont think it is. Its not about the individual channel, its about how the ecosystem links together. If I had a million dollars, Id much rather spend it on making sure all the pieces connected than making my website a bit sexier.”

GameStop has put considerable work into its app, integrating its loyalty scheme and, as a result, seeing over 50 per cent of its orders take place via mobile, with click and collect representing about 40 per cent of orders during the busy holiday season.

The loyalty program in particular has been very successful, with an incredible 20 per cent of households in the US including a loyalty member, and 25 per cent of households in Australia. Around 60 per cent of loyalty scheme members will check out products online before coming in-store to buy, emphasising the importance of an omnichannel approach to both the loyalty scheme and the business as a whole.

The company has found that both sales and profits go up per customer, relative to the more points of engagement there are, with sales and trade-in revenue increasing exponentially when customers begin reserving products, and loyalty members accounting for 71 per cent of all sales in US stores.

“Bricks and mortars not dead. In fact, it has a long life in it yet, if you focus on engaging customers,” said Mauler. “But the technologys got to be more than just cool.”

The post Gamestop Levels Up Omnichannel Retail Strategy appeared first on Mobile Marketing Magazine.

The event is taking place on 23 April at Vinopolis in London, and all attendees will receive a free voucher for a wine tasting tour at the venue.

The Retail Summit combines keynotes from retail brands and mobile experts with round table sessions, where delegates can choose from 10 themes within the mobile sphere to learn more about the topics that are important to them.

The event is exclusively open to consumer retail brands. To book your free ticket, click here or contact harry.prescot@wearedotmedia.com.

To discuss sponsorship opportunities, please contact Shelley Dowsett on 0207 183 2920 or shelley.dowsett@wearedotmedia.com.

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