Jonathan Stark is a mobile strategy consultant who helps CEOs transition their business to mobile.
For large organizations, mobile offers an unprecedented opportunity to drive customer engagement, increase employee productivity, and lower operational costs. Here are just a few examples:
- On Black Friday 2013, sales nearly tripled for retailers who offered a mobile-friendly e-commerce experience.
- In 2012, Nordstrom deployed over 6,000 iPod Touch mobile POS devices throughout their 117 full-line stores. Total retail sales increased 15.3 percent (i.e., $230 million) over the same period in fiscal 2011.
- In June 2013, the State of Delaware completed the implementation of a BYOD mobile phone policy that reduced costs by 45 percent for participants.
How much could you afford to spend on mobile if it increased sales by 15 percent? tweet this
You Need A Mobile Strategy
Customer expectations for mobile are through the roof (e.g., single sign on, cross-device compatibility, simple yet powerful UI, etc). To meet these expectations, your legacy systems must be transitioned from a desktop-centric paradigm to the “real-time, all the time, on anything, from anywhere” interaction model of mobile computing.
Undertaking a shift of this magnitude is not something to be taken lightly or by half measures. It demands an enterprise-wide strategy that will eventually touch every system and cut across all business units. For these reasons, it must come directly from the top.
If you aren’t upgrading your systems for mobile, you’re probably going to get disrupted by some company that you’ve never even heard of. tweet this
Mobile Strategy Quiz
The vast majority of large organizations do not have a workable mobile strategy in place. If you think you are the exception to the rule, ask yourself the following:
- Has your marketing department blown a six (or seven!) figure budget on a mobile app that delivered virtually no measurable business value?
- Does your upper management bicker about who “owns mobile”?
- Do you suspect that your IT department is not up to date with current mobile technology?
- Are your department heads financially incentivized to compete with each other?
- Do you have more than one customer database (e.g., eCommerce, loyalty, retail)?
- Are you running nightly (or weekly? monthly?) batch scripts to sync data between silos?
If you answered yes to any of these questions, we should talk.
For businesses, the hardest part of going mobile isn’t implementing the technology - it’s transforming the organization. tweet this
Partial Client List
- Abercrombie & Fitch
- Entertainment Weekly
- Fidelity Investments
- O’Reilly Media
- Time, Inc.
- Forbes (with Scott Snyder) - The Crucial Difference Between Wireless And Mobile
- Boston Globe - Stop Committing Random Acts Of Mobility
- TabTimes - Is the iPad a mobile device?
- Mobile Commerce Daily - Mobile Payments and the Demise of the Cash Register
- Wireless Week - Igniting Mobile Apps for the Enterprise with HTML5
- Mobile Marketer - How Mobile Analytics Can Work
- BDConf [VIDEO] - Managing Content and Experience in the Age of Ubiquitous Computing
- Creative Bloq - The 10 principles of mobile interface design
- TabTimes - End Users Adapting Tablets for Specific Business Needs
Jonathan Stark is a mobile strategy consultant who helps CEOs transition their business to mobile. Unlike other mobile strategy consultants, clients work directly with Jonathan and not a group of junior employees who are learning on the job.