About Gary Schwartz

Gary Schwartz has been named the Mobile Commerce Evangelist of the Year 2013. Mr. Schwartz has been at the frontlines of the mobile industry for over a decade and is the author of two books, “The Impulse Economy: Understanding Mobile Shoppers” and “Fast Shopper. Slow Store: A Guide to Courting and Capturing the Mobile Consumers,” both of which highlight the current state of the mobile commerce space and chronicle the significant impact that the mobile revolution is having on consumers, retailers and brands. Mr. Schwartz is also a chair at emeritus mobile for the Interactive Advertising Bureau and the Mobile Entertainment Forum NA and global director of the Location Based Marketing Association. As president of Impact Mobile for the past 12 years, he has helped retailers leverage mobile technology to advance their marketing goals. http://en.wikipedia.org/wiki/Gary_Schwartz_(designer)

6 mobile-oriented services to complement the live operator experience

By Gary Schwartz

Mobile Marketer:  http://www.mobilemarketer.com/cms/opinion/columns/20979.html

Until 2015, business process outsourcing (BPO) was based on a simple math formula: outsourcing non-core services including customer call centers to more cost-efficient partners and markets to reduce spend.

When technology was deployed, it was predominately committed to optimizing the BPO infrastructure and managing “bums in seats.” BPO suppliers focused on solutions that could mitigate operational costs and driving process efficiency.

However, as the end consumer becomes increasingly mobile, equipped with smarter devices and, most importantly, higher customer service expectations, Corporate America needs to address how best to service this new customer.

In 2015, BPO needs to move beyond managing call center bodies. This is particularly important to inbound call centers.

As the vast majority of consumers use their always-ready mobile phones to reach the call center services, providers need to revisit their call center architecture and develop mobile-centric efficiency throughout the lifecycle of the call.

BPO companies have traditionally differentiated their services by providing workers at a lower cost.

Historically, operations focus on large-scale transaction processing beating the clock on handling times: i.e. average hold time – AHT, or average speed of answer, ASA. These business models need to be revisited.

As in other verticals such as retail, health and finance, the consumer is now at the center of operational design, and customer satisfaction is the new and key performance index.

The challenge for many providers is executing on this vision.

Making the call

Designing mobile hooks, leveraging new APIs to enhance the existing call flow and creating omnichannel content delivery is outside the scope of most call center operations.

We see this shift in national and municipal services such as Next Generation 9-1-1 in the Canadian market and Next Generation 3-1-1 service in cities such as Chicago and New York where the incumbent call center now offers onmichannel interactions catering to the mobile user.

SMS-based call flows allow for instant information. Operator text chat via SMS and application layers allow for on-the-go convenience as well as operational efficiency and cost savings for the call center.

The goal is to move away from an intelligent Siri-type system to an anticipatory GoogleNow-type approach. Delight the customer by anticipating their preferred channels and their time-sensitive needs.

This is no easy task.

For more than 20 years, BPO call center performance was measured, in large part, on cost-per-call or by the number of seats in a call center. This simplistic math led to globalization of services with early adopters such as GE and American Express moving operations to India in the early 1990s.

The Philippines’ BPO sector is the fastest-growing industry in the country with 900,000 Filipinos employed full time in 2013, providing an estimated 1.3 million new jobs in the IT/BPO sector by 2016.

However, as we move into 2016, the consumer is demanding smarter services from legacy call center IVR and live operators.

Ideal operator

At its core, the call center will continue to focus on availability, information accuracy and consistency.

While voice communication will remain the call center’s pillar, here are a number of key next-generational services that can complement and enhance the live operator experience:

1. Mobile triggers (calls to action, or CTA) to reach the call center. This has become a standard creative ad unit in mobile advertising. Traditional media also has leveraged mobile # or * services. This quick mobile access needs to become ubiquitous.

2. On-hold omnichannel selection. When customer security authentication is not a concern, providers can use the hold time to offer options to mobile callers that mitigate high abandonment rates (AAR) and optimize their on-the-go mobile requirements. Jumping into a text-based chat is an example.

3. Disconnect mitigation strategies. If the call is dropped, push text-to-queue services to make sure the customer is reentered into the priority line or trigger a callback service with instant SMS notification.

4. End-of-call informational push. Send end-of-call informational summaries – virtual sticky notes – via SMS to mobile callers with time sensitive information.

5. Customer satisfaction surveys. Always move a live call into a mobile C-SAT survey that can be completed at the customer’s convenience. Text-based multiple choice questions result in much higher response rates than IVR surveys.

6. CRM push follow-up. Acquire an opt-in to future communication from the caller. This allows for timely follow-up engagement/closure using the request channels to delight the customer.

THE BUSINESS FLOW can be made asynchronous, allowing the mobile consumer to jump into her preferred communication channel before, during and after the call.

Increased use of cloud-based technologies allow call center operators to differentiate their services and ultimately become Big Data and analytics shops providing insights to drive their clients’ business objectives.

This move will enable providers to participate in the business goals of their clients –a far cry from simply answering the phone cost-effectively.

Mobile Marketer:  http://www.mobilemarketer.com/cms/opinion/columns/20979.html

The Retail Internet Of Things (IOT): Turning Your Store Into An App

Retailers are an innovative bunch. We adopt and trial new technologies at a more nimble rate that other verticals. In a world where shopper marketing, field marketing and consumer insights have all been merged into an unending list of “mobile path-to-purchase” solutions, the retailer gets an A for effort.

Before we celebrate our successes, let’s look at another vertical: Cities. Like stores, their consumers are changing, their services need to adapt. IBM invested approximately $350 million in smart city technology and marketing trying to reinvent the metropolitan centers globally and have perhaps made 10 % return on this effort. But 557,000 cities spend $4.5 trillion per year, 10% of the global GDP.

VP Schwartz head shot

According my colleague, Sascha Haselmayer, the CEO of CityMart in Barcelona, 0% of cities publish their needs, a mere 10% of cities engage with business that have new solutions and 70% only trust existing solution providers. Killer apps such as Shared Bicycles globally have taken 20 years to reach 0.1% of the market.

Why? Because cities look at a problem: Say, street lights for the blind and they focus on procuring a solution for street lights. Whereas, they should be looking to find a solution for the blind. Minnesota spent their budget on a talking street lights. Stockholm, on the other hand did not. It provided a device to its blind population that empowered them all the time (not just at street lights) and made them feel 90% less disabled and saved the city 20 million per year.

INNOVATORS UNITE!

Why am I talking about cities in an article on stores?

Because we need to understand the challenges we face and embrace what we do well in order to do it better.  Yes, are inundated with vendors that offer to change our world and it is a challenge to weed through the solutions and find pilots and trials. But we do.

I cannot tell you how many times I have sent an article on something that Jason Newport at Carat is doing with Macy’s and have been asked to investigate how we can do this in our store. Maybe it is because we feel that we are under siege in the retail vertical and need to trial and innovate?

Well to all the innovators that are reading this article, I want to ask you to explore a very simple sea change in the way you need to adapt the world in 2015. The retail mall, the city and the shopper are all about to change profoundly.

This change is not based on a technology as much as a new way of looking at the mobile landscape. Until now, we have seen the store as Minnesota saw their traffic light challenge: “How do we adapt our streetlights to service our blind population?”

Minnesota got their best and brightest on the task and solved this problem. However, we know that Minnesota should have asked a different question: “How do we best service our blind population?”

“Spend 90% of the time framing the question. And 10% on the solution,” as Albert Einstein once said.

Retailers are very good at finding solutions for “traffic lights.” We have trials and jettisoned countless solutions and won industry accolades for them in the process. We celebrate innovation but we often miss the ROI award.

THE APP STORE DILEMMA

What are the questions? Well perhaps they are:

  • “How do we drive more loyalty doorswing?”
  • “How do we better address showrooming in our stores?”
  • “How we build a better mobile app?”

Or maybe we need to refashion the questions with the independent, mobile empowered shopper at the center:

  • “How do I help the shopper find me?”
  • “How do I help the shopper reach the web through my portal?”
  • “What is a mobile app?”

Take our retail marketing departments. Our CMOs go to work every day and try to better position their products and services to the marketplace. They get to work and instead of marketing these products and services, they try and drive their app download.

Instead of marketing themselves they are marketing Apple.

Now, this understandable. Apple makes its money selling hardware. One of the reasons it has always succeeded is because it can bundle content seamlessly with an iPod or iPhone. To do this, Apple spends a large amount of its marketing dollars on helping developers. It publishes simple SDKs to help developers build better apps faster. Then they provide a virtual main street and allow retailers to publish their stores to their storefront.

There is nothing wrong with this; however, let me ask the following questions:

“What is a mobile app?” Could it be that our stores are apps? Could our shelves be apps? Could our products be apps? And the phone could be the trigger.

THE INTERNET OF THINGS

There is a new term in town, The Internet of Things (or IoT for those in the know). This is big. Why? Because it could force us to ask the correct questions.

The IoT is really an extension of good old machine-to-machine (M2M) communications. What the industry calls telemetry (tele – distance metry = measurement). With mobility, we have consumerized telemetry. Every modern phone has a compass, gyroscope, accelerometer ambient light sensor, proximity sensor, and many other ways of seeming sentient and smart. These sensors allow apps on your phone to also be smart and capture all sorts of information on the phone user and adapt accordingly. It also allows the app to transmit this data for medical, wellness, business needs to the cloud.

The phone was the first IoT thing. We took a rotary dial object, made it portable with a mobile network and then gave it all these smart sensors to allow it to be an ambient device.

In the IoT of 2015, everything you can shake a stick at has the potential of being an IoT thing. The lighting system in your store, the POS, the electric switches and garbage disposal units.  All inanimate things have the ability with sensor and business logic of becoming much more efficient and intelligent in their tasks.

So when a retailer looks at their store this year, do they want to think of putting their store on the app store or making their store into an app? When the digital web is becoming a physical web (See Google’s Github post: https://google.github.io/physical-web/),perhaps we need to repatriate the interactivity of our stores from the app store and infuse it into our bricks and mortar?

HOW DO WE MAKE OUR STORES INTO APPS?

Ah, good question. Well the first thing that many well says is use a $20 beacon. This is a good answer. If you have an investment in apps and need to connect the app to the store, a beacon is a good solution.

But if you want to go IoT on the status quo and put the store back in the center, start to delight your mobile consumer by offering smartphone like services in the aisle and counter.

Does your store have Wi-Fi? Well a mobile consumer is a connected consumer. Let them offload their social Wi-Fi data needs onto your network. Act as a gateway to the web and be the concierge.

If this simple move did not intimidate Apple, they would not have made such a privacy fuss about nothing by hashing the phone unique identifier. (Privacy for pseudonymous consumers can be addresses without Apple’s deus ex machina approach.)

Wi-Fi offers the store (from basic VAS to super enhanced value):

  1. A way of being a social concierge
  2. Basic heat mapping of the store
  3. A digital hub to drive manufacturer promotions and smart coop dollars
  4. A loyalty platform to opt in shoppers and tether their phone to a OTT communication channel like email or SMS.
  5. A IoT network where every store now can communicate directly to a loyalist phone without the need for an app download.
  6. A proximity smart digital out of home engagement network to allow the store to identify and based on certain business logic drive street to aisle marketing for itself and its manufacture partners.
  7. A media network that can not only ask for coop budget from their manufacture partners but real media dollars to drive targeted, proximity-based engagement.

The store becomes the smart IoT things and the phone becomes the IoT trigger. The investment is back in the store’s domain and cannot not be disintermentiated.

Tie this engagement to wallet and coupon, and the solution becomes more and more sexy. And you thought IoT was something futuristic? Start being the innovators you are and begin asking the right questions.

Read on RetailTouch Points @ http://www.retailtouchpoints.com/features/executive-viewpoints/the-retail-internet-of-things-iot-turning-your-store-into-an-app


Gary is the CEO of Impact Mobile, Inc. and author of The Impulse Economy and Fast Shopper, Slow Store, which were published by Simon & Schuster, Atria Imprint. He also is working on a new book, covering the Internet of Things as the new app store. Schwartz founded and chaired the mobile committee for the Interactive Advertising Bureau (IAB) helping to establish a joint task force between the IAB, Mobile Marketing Association (MMA) and the Media Rating Council (MRC) to develop global mobile measurement standards for which he received an IAB award for industry excellence in 2009. He was elected for three terms as the Chairman of MEF North America and currently is the Global Director of Location Based Marketing Association; the Executive Chairman of 4More Innovation (Thinkwire platform on Twitter) and Special Adviser to The Wireless Registry.

Your Hotel & 50 Billion Things (60min keynote on the IOT)

HEDNA.org Brussels Conference, June 2014 Keynote by Gary Schwartz on the Internet of Things and how it impacts your hotels and the relationship you have with your guests.

hotel

While the phone will continue to connect people to people, it will increasingly connect machine to machine. The new phone will amplify, control and navigate the world around us. Many call this the Internet of Things (IOT).

The IOT is about how to talk to your washing machine as your friend. Maintain a relationship with your baby as if you were beside them in the crib. It is about finally having the basketball tell you how it thinks you have played and could improve your game. It is about having plants talk to you and shoes become your eyes. It is about clicking, signalling calling, texting, waving, approaching inanimate things and making them into digital, active, responsive stuff.

The digital app store is expanding to a new app store of objects for our home, work, and travel.

A New Wireless Registry for 50 Billion Things

When Cisco’s CEO, John Chambers, took the stage at CES in Vegas this year and announced that there was a difference between The Internet of Things (IOT) and the Internet of Everything (IOE), many cried “semantics”. But there is a difference and one that ripped across the US to the National Retailer Federation (NRF) Big Show at the Javits Centre in New York.

IOT, according to Chambers, is made up of billions of connected objects; however, IOE are the smart networks that are required to support all the data these objects generate and transmit.  What will help move the IOT into the IOE and drive what Chambers predicts to be a $19 trillion in new revenue by 2020?

IOE requires a universal solution to tie the billions of sensor data into an intelligent device and system agnostic solution.

To our detriment, we are so focused on the idea of a hardware (IOT) solving all our problems that we neglected that simple insight that all these hardware solutions require a method of managing the people and service behind them.

The industry needs a wireless domain (DNS) naming solution that can provide profile, tools and privacy controls to enterprise and the consumer.

When I was invited to sit on a panel at the launch of the new wireless registry (www.wirelessregistry.com) at the NRF show and I realized that this registry could be the silver-bullet platform.

50 Billion Things

When Cisco, Qualcomm, IBM and other set up shop at NRF to talk retail, the IOT verse IOE discussion continued.  Brand agencies such as Ogilvy were pitching a solution using Qualcomm’s wireless Gimbel platform to solve retail engagement in the store. Qualcomm’s Gimbel platform is essentially an IOE riding on Apple’s IOT’s iBeacons? Mobile Location Analytics (MLAs) companies that collect consumer behavioural analytics, are a big data IOE play riding on the IOT emitting from the phone and anchored to its MAC address

There are a proliferation of IOE solutions using different technology that require different CAPEX and resources.

Presently there are an estimated 10 billion sensors globally. This is predicted to grow to 50 billion sensors by 2020. Imagine the wireless noise we can anticipate as we move from city to city, street to street, aisle to aisle.

There are barriers everywhere:

  • On the consumer side we have option paralysis but more importantly simple human inertia.
  • On the retailer and brand side we have incumbent investments and IT budgets to navigate.
  • On top of all this stasis we have the DC beltway privacy folk crying “do-not-track”.

How will the consumer navigate this noise? How will the retailer, brand, entertainment provider select from the exploding list of vendors selling various solutions using LTE identification, WiFi MAC identification, Bluetooth MAC, IMEI, etc.

My Wireless Name

The phone in 2014 is becoming less of a Cracker Jack container that acts as a repository of millions of sundry apps, and more of an intelligent device that performs as a server that can manage our world through smart profiling and APIs.

Think about it. We have been hoodwinked by the OEMs to believe that an application store tethered to a phone can deliver any service, entertainment, widget. The app store was a marketplace to the world: clocks, measuring tapes, cash registers, coupon dispensers, shopping lists, ad infinitum.

Google’s acquisition of Nest is good example of the changing landscape where the app will live in the IOT and the device will simply be the profile and the auto-controller. The 94Fifty smart basketball, the Sensible Baby smart sensor monitor, the remote Vibeasy vibrator: all use the phone as the remote control manager.

A service such as The Wireless Registry can offer a naming protocol that can work agnostically with all the in-market sensor solutions and offer a central repository for a retailer, brand, and entertainment provider’s identity. Any existing wireless signal (SSID) that a coffee shop or a big-box retail transmits can now have a name (Starbucks, GAP, Walmart) with an accompanying sophisticated profile. A consumer that has a phone, tablet and PC can now attach a personal name and wireless profile to their MAC addresses.

When the retail and consumer wireless signals bump in the proximal world, the consumer profile can do a simple look up can see what offers, services, commerce is available to them based on their specific identity. The consumer can also block unwanted solicitation answering Jules Polonetsky and the Privacy Commission’s concerns around “do-not-track”.

Now the consumer is in full control of their identity and the phone becomes an intelligent server interacting with the world of wireless signals based on that consumer preferences.

While this solution can interface with existing apps on the phone, ultimately the profile and preferences can be baked into the OS as part of the devices DNA.

Until later. Yours truly from my MAC address aka “MOBILEGUY