Do consumers always know what they want to buy?

Mobile is now the gateway to consumer experiences in the real world. As consumers consciously integrate mobile into their lives, they are able to demand experiences and purchase any item, regardless of location, in a moment of need.

Forrester Research calls this the mobile mind shift. Retailers have responded to this reality with mobile applications and mobile Web sites that enable intent shopping, either through search that often leads to a filtered selection of products.

Can commerce be driven by intent alone?

Consumers often open shopping apps with a preconceived notion of what they are looking for. Their limited time on these apps is typically spent searching products using specific keywords, or using filters and categories to browse through endless options.

A recent Nielsen study shows that consumers use nearly 30 apps per month regularly. However, 60 percent of smartphone users have fewer than two shopping-specific apps, while 21 percent do not have any, according to Forrester.

To make things worse, consumers only spend 5 percent of their time on mobile using shopping apps, making it difficult for retailers to capture their attention with an app-only strategy.

With this data, shopping purely based on search is too limiting, while infinite choice can be overwhelming, leaving retailers unable to strike a balance between allowing users to easily find what they are looking for, and delighting them with options they might like — otherwise known as discovery commerce.

New way to enable commerce

For decades, consumer shopping has been dictated not only through intent, but also by serendipity.

With in-store shopping, consumers discovered products that caught their eye wherever they were.

For example, when loitering around malls or tiny shops, retailers employed visual merchandising to stack the odds of product discovery in their favor.

Recommendation engines enable and replicate in-store discovery, but true discovery that happens outside a store — when walking past a store window that beckons you in, for example — is so far absent on mobile.

Driving mobile commerce begs as a better strategy — one that is discovery-led.

So far, discovery commerce has been inadequately addressed on Web and mobile.

The recent wave of “buy button” announcements from the likes of Facebook, Twitter, Pinterest and Google intend on moving transactions right to the point of discovery and inspiration. But they still require the user to visit a mobile property with an intent.

Instead, what if consumers were given the chance to discover products and buy from anywhere and everywhere on mobile, particularly from the apps they love to spend time on?

Enabling purchases across thousands of mobile apps is disruptive in how it can change consumer shopping behavior on mobile.

Taking buy buttons beyond these walled gardens of the Internet into thousands of apps, or what we like to call the wild gardens, where consumers spend nearly 80 percent of their time, could enable sales at scale, quickly trumping even wildly popular retail apps or Web sites.

Retailers can enable consumers to discover new products on mobile through buy buttons across thousands of apps.

Along with those buy buttons, retailers can deliver riveting discovery experiences through quick mobile storefronts to users, and bring their products to them.

This experience would seamlessly collapse the point of inspiration and point of transaction for consumers, while accelerating the growth of both retailers and app developers.

Curation, personalization and conversation

Mobile ads have so far been a viable way to reach consumers across multiple apps. However, they have also been a broken proposition for both users and advertisers.

Advertising, when done right, has the ability to help people discover new and amazing things.

Every single ad slot on mobile presents a unique opportunity to bring products that are hidden away in catalogs to consumers in a personalized and curated way for them to discover.

In between news articles, instead of ads, consumers can “walk” across a store window and check out the latest fashion — all on mobile. This is a powerful new channel for mobile commerce, opening up every mobile app as a potential retail storefront.

For discovery to be consistent, seamless, truly relevant and inspiring, we believe that creating a discovery experience unique to every user is important, and this requires an understanding of the user.

Retailers and ecommerce merchants can now showcase their catalogs and drive sales outside their existing stores.

Ultimately, with the right guidance from users, retailers can use technology to understand and personalize the consumer’s journey across apps, and help them make better decisions over time.

Every day, a retailer has access to more than 4 billion discovery sessions, all of which serve as opportunities to power the joy of discovering amazing things.

Originally published by:
www.mobilemarketer.com

Francis Sakei

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Welcome to 2016

It’s been a while since I last posted and surely I have lost track of time and many things and would really love to catch up.
Since my last post, I have been quite busy working and trying to make ends meet but all too seriously its a struggle in a democracy like PNG, where cultures collides in a never ending system of nepotism, backstabbing, and the wantok system for all I can say. It’s always a life of 24/7 round the clock, sweating it out but I am sure to be handling it the best I can.
Port Moresby, the capital of Papua New Guinea. It’s where I called home for the last 6 years, and will be for only time will tell. The country has experienced a favourable economic climate over the past 10 years due to political stability hence the rapid growth in infrastructure and services in the past few years. I can give credit to good governance I presume. The nations capital is in a rapid expansion programme initiated by reforms and smart ideas from the Governor and his team and the city hall. However to truely benefit from this, you have to actively participate. Most nationals I believe are now mere spectators in this game, where favoritism and politics is heavily involved in conducting business processes. It would be wise enough to struggle and do your own thing to realise your dreams.

As for 2016, its my year of reflecting on the old and looking toward a brighter future. Making it happen and setting standards so whatever achieved is through sheer hard work and the will to succeed.

Francis Darrel

5 Barriers to Achieving Business Goals

5 Barriers to Achieving Business Goals
1. Changing Strategy

Continually assessing how an organization is doing and changing direction is expected in today’s fast paced business environment and should be taken into consideration when developing strategy and writing goals. But when strategy changes, goals should be adjusted to reflect the new direction otherwise strategy is hindered.

2. Decision Making Process

It is unfortunate, but it is common for goals to be held up by the decision makers themselves. When a pivotal decision that needs to be made before a goal can be completed is held up by the manager who has the decision making authority, it delays the entire process. For example, lets say there is a department goal to change vendors for payroll services by the end of the 3rd quarter. The accounting manager gets bids and negotiates with three different vendors, presents the bids to her director but the department director doesn’t give the final approval to move forward. In this instance the accounting manager has taken the goal as far as she can so should not be held accountable for the goal not being completed. However, the department director who holds up the process is the person responsible for the goal not being completed and should be held accountable at the end of the goal period.

3. Lack of Resources

Accomplishing any goal is dependent on three things – people, time and money. There needs to be someone responsible for completing the goal and that person has to have the time and budgeted resources to work on the goal. For example, if the marketing manager has a goal to revamp the organizations website with a new logo, look and feel by the end of the 2nd quarter, but does not have the budget to pay a designer and, their ability to achieve that goal will be hindered. This is why it is important to incorporate annual goals into the budgeting process to ensure the resources are available to support the completion of the goal.

4. Unclear Expectations

Goals should be written using the SMART model because this format by design creates very clear expectations. When goals are specific, measurable, attainable, realistic and timely there can be no confusion about what exactly needs to be done to accomplish the goal. For example, if a purchasing manager has a goal of researching new phone plans (not very specific) as opposed to having a goal of reducing phone expense by 10% by the end of 2015, the second goal is very clear on what the expectation is in a measurable way.

5. Not Perceived Priority

Sometimes goals are the main focus at the beginning of the year but as the months go by the attention and chatter slows. Achieving goals needs to be kept at the forefront by continuing to have conversations about them or it may be perceived that the goals are no longer important. Goals should be discussed on a regular basis until they are achieved.

The difficulty in managing any organization is balancing the day-to-day responsibilities with the time and attention needed to achieve annual goals. This tender balance can be a challenge in today’s faced paced environment but needs to be a priority or another year will go by without moving the organization forward and implementing strategy.