1. Innovation Management
Is a State of Mind
The Amaté platform
Mobile Strategy
May 13th 2014
- Preliminary Draft -

2. I. Introduction
II. Impact
III. Value levers
IV. Case studies
V. Metrics
Intro Value CasesImpact

3. • In 97 countries around the world, there are
now more mobile devices than there are
people.
• There were 158.1 million mobile payment
users worldwide in 2011 and the numbers
should reach 1 billion in 2016.
• IDC predicts that by 2014 there will have
been over 76 billion mobile
apps downloaded
• By 2015, 500 millions smartphones and 200
millions tablets will be in circulation
'Forecast: Mobile Application
Stores, Worldwide, 2008-2014
Intro Value CasesImpact

4. Mobility rather than Mobile
• Mobility is radically different from the
"desktop" experience
• Mobility is a "lean back" experience like
sitting in the metro watching a video
• It is also "lean forward" — like shopping
at the FNAC during a lunch break
• In many cases, it's "lean free" when
you're scanning news headlines or
photos from friends in class
• Mobile is nuts, bolts, and infrastructure,
while mobility is the context which
determines customer value
David Armano
Intro Value CasesImpact

5. • US app industry has been
found to have more
than 466,000 jobs
• The app development industry
is providing more jobs than
software publishing and the
telecom carriers
• The industry produced $20
billion in revenue, with Apple’s
App Store alone registered as
having 124,475 active
publishers adding content to it.
Intro Value CasesImpact

6. • Entreprise mobile solutions will
generate $40 billion in sales
• Manufacturing is the largest
vertical market
• Mobile payments is a major
market
• Perceived benefits include
operational efficiency, sales,
compliance and security
Intro Value CasesImpact

7. Intro Application MetricsImpact

8. • Context over process
• What does productivity mean?
• Ecosystems rather than products
• A loss of corporate control
• Rethinking computing
• Giving an application new meaning
• Changing IT skills
• Revenue models
• Defining business value
Intro Application MetricsImpact

9. • Context : The setting (circumstances) in
which an event occurs
• Process : A structure of activities and
tasks in response to customer demands
• Processes are models whereas context
reflects patterns of interaction
• Context has geographical and social
dimensions
Saavedra
Intro Value CasesImpact

10. • The Smartphone isn’t a consumer product
but an ecosystem
• Brands are becoming platforms
• Customer experience is the foundation of
value
• Passions and connections are more
important than features and functions
Greg Satell, Innovation Excellence
Intro Value CasesImpact

11. ?
• An era of ―continuous productivity‖ -
Stephen Sinofsky
• Strategy is execution-centric.
• Productivity depends on collaboration
• Individuals own devices, organizations
develop and manage IP.
• Everyone uses the tools of
management
Intro Value CasesImpact

12. A loss of corporate control
• Who is in charge of the
physical device?
• Who controls the software on
the device(including the OS)
?
• Who controls the way the
device connects?
• How secure are the back
end systems that are
accessed through mobile
apps?
Intro Value CasesImpact

13. Intro Value CasesImpact

14. • Aesthetic, convenient user
interface
• Asynchronous Communication
• Always-on network connectivity
• Critical personal data
• Built-in interactivity
Intro Value CasesImpact

15. • Analyse the user experience and the
context in which they « work »
• Design applications essentially from web
services
• Understand how the various mobile
platforms are built
• Develop mobile strategies that match the
underlying business models
Intro Value CasesImpact

16. • Advertising revenue
• Brand Takeovers
• Download fees (and upgrades)
• In-app purchases
• Subscriptions
• Two-sided model (the app as a platform)
Paulina Delgado Soots
Intro Value CasesImpact

17. • Use patterns
• Funnel analysis
• Consumer behaviour
• Social graphs
• Behavioural economics
Nolan Wright
Intro Value CasesImpact

18. • Zaarly is a buyer-powered
market - focus on what people
want than what they have
• Creates a broad, transparent,
and social marketplace
• 43 percent of the items are
requests for "stuff, 40 percent for
services, and 17 percent for
"access to experiences―
• Business model based on
transactional sales
Intro Value CasesImpact

19. • A mobile work marketplace connecting
businesses to their communities
• Crowdsourcing model – Users are paid to
collect, capture and report real-world data
• Work includes verify a street name,
photograph a menu, report on red-light
cameras, confirm product placements in
stores
• The company currently targets real-
estate, local, travel, government,
consumer research, and retail « Gigwalk connects people
with businesses to get work
done anywhere ―
Intro Value CasesImpact

20. • Shopkick, lancée en août 2010 à Palo
Alto
• C’est une application de géolocalisation
permettant de gagner des points et
recevoir des coupons promotionnels
• Plus de 2,3 millions de consommateurs
ont téléchargé l’application générant
ainsi plus de 2 millions d’entrées
physiques en magasin
• Une fois en magasin, des taux de
conversion en clients de 15 à 20%.
• Au total, plus 700 millions de produits
ont été consultés via l’application dont 7
millions ont été scannés durant une
visite en magasin.
Intro Value CasesImpact

21. • Giffgaff - gaelic for mutual giving
reflected in their manifesto
• Social CRM : member gets
member, eVouchers, goodybags
• Customer service is member
driven
• Giffgaff labs – crowdsourcing
product testing
• Payback for miles, cash or
charities
Intro Value CasesImpact

22. Intro Value CasesImpact

23. • Why are users are failing to complete proposed
activity?
• Monitor conversion rate using unique visitors
and click-through rates.
• Landing pages provide the biggest challenge to
digital challenges.
• Reduce number of steps to facilitate
engagement.
• Reduce the number of fields that require user
input.
• Check for leaks: visitors might not be dropping
completely but using other routes.
Cian O' Sullivan
Intro Value CasesImpact

24. • What aspects of your app are influencing the
mindset of your users?
• Monitor the « stickiness » of your message
through number of visits, time spent per
visit, citations and redirects.
• What customer challenges/opportunities are
you addressing?
• What skills and knowledge are you targeting?
• How does your application fit into the story
that your customers are trying to tell?
Intro Value CasesImpact

25. • Why your user base does what it does?
• Tracking time and location to map out
the spaces where "what's going on"
happens.
• Context is a means of measuring the
extent to which a vision (product,
service, idea) can be shared
• Social spaces are constructed from a
vision, ―actors‖, repeatable events, and
outcomes.
Intro Value CasesImpact

26. • How does your data elucidate user
behavior?
• Social graphs are the global mapping
of your customer base and how
they're related
• Capture and monitor identity, quality
and structure of relationships with
others
• Emergent behaviors – what new
business opportunities might be
explored?
Alex Iskold
Intro Value CasesImpact