360Mobile Insight Session Slides
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360Mobile Insight Session Slides, Thursday 3rd September, Glasgow
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360Mobile Insight Session Slides
- 2. www.360d.org.uk @digiconx #360digi Facilitator: Alisdair Gunn Interactive Scotland/PA Consulting
- 4. www.360d.org.uk @digiconx #360digi Gareth Capon CEO, Grabyo
- 5. The future of short-form video is mobile, social and โnativeโ.
- 6. The world in 2020: - more smartphones than people online. - 70% of all mobile traffic will be video.
- 7. Source: Locowise, Facebook, YouTube, eMarketer (2015) 2015: Social = Video. Video views per day
- 8. Social video, in real-time. โMoments that matter.โ
- 9. Native video = highest reach.
- 10. ...and engagement. Social video consumption (Native vs. Non-native): first 48hrs Note: data relates to social video clips published to FB over a 3 month period using either the FB native player or Grabyo video player โ Sports federation
- 11. Grabyo drives social video distribution, engagement and monetisationโฆin real time.
- 12. Analytics: Optimise performance, manage rights, track campaigns.
- 13. Social video case study: AELTC, Wimbledon 2015. Stella Artois #herestoperfection โThat Beckham catchโ Ephemeral, ancillary social content shared by AELTC and broadcasters Esoteric, engaging โThe perfect shotโ Sponsor campaign: Twitter Amplify
- 14. AELTC: 15x social video growth in 12 months. 3.5m views 3.5m views 50m views50m views2014 2015 ?m views?m views 2016 +?
- 15. Grabyo VIP: Talent-as-a-channel. engagement per fan
- 16. Weโre trusted. Talk to usโฆ
- 17. hello@grabyo.com @grabyo www.facebook.com/grabyot v ? 23 Heddon St, London. W1B 4BQ. U.K
- 19. www.360d.org.uk @digiconx #360digi Caroline Groski Head of Development, Internet of Things, Telefonica
- 21. What is the Internet of Things? Network-led Device-led User Experience-led ๏ง Focuses on the range and reach of the connectedness that IoT delivers ๏ง Is specifically concerned with on and off-net traffic flows and how they are managed across multiple network types ๏ง Often takes an approach of improving efficiency of existing processes ๏ง Tends towards industrial process led solutions ๏ง Focuses on the types and capabilities of the devices embedded in the IoT network ๏ง Is specifically concerned with the adaptive, responsive and predictive nature of sensor-based devices ๏ง Often takes an approach of applying new data-led or technical capabilities to change existing processes ๏ง Tends towards technology prompted solutions ๏ง Focuses on the nature and characteristics of the experience of users of IoT services ๏ง Is specifically concerned with the development of machine or network- initiated services vs human-initiated services ๏ง Often takes the approach of developing data-driven learned or adaptive responses (โintelligent machineโ) ๏ง Tends towards systematic, data driven solutions
- 22. A customer mobile number is linked to unique insights that can be use to deliver improved businesses and experiences Customers / Consumers Businesses and Local Authorities Telefรณnica UK Location Based Services Network Behaviour Contract Type Tenure Account Status LOCATIONLOCATION SIM Swap Device Type KYC Matching 24m mobile UK customers โข Enhance competency โข Improve business processes โข Support business decisions โข Enable new business models โข Better customer experience โข Match Digital Expectations โข Industry & market insights โข Unique customer experiences โข Consent to use data โข Loyalty โข Our data is derived from the network layer which is more secure than device based solutions โข Our focus is on protecting customer data and confidentiality โข More loyal customers
- 24. Using Smart Steps we are able to anonymize, aggregate and extrapolate 1.5B events and 30m journeys per day Seasonal Trends Weekend/Weekday Time of day Catchment Home/Work location Origin/Destination Demographic Segmentation Who How WhyWhere When Visit Type Frequency Mode of Transport Route24m Mobiles
- 25. Where have we got to so farโฆ Transit View the effect and performance of over 100 million journeys per day. Understand where demand exists, journey type, mode of transport. Plan locations better. Replace surveys for transportation planning & modelling Catchment Understand geographic demand; plot locations based on home, work &/or prior locations. Use cases include retail catchment, rail station & airport footprint, commercial battlegrounds Profile Understand & profile audiences. Customisable segmentations about customers/prospects based on observed behaviours, habits & preferences Measure Performance and uptake tracking. Benefits for retail, commercial transport operators & tourism Transport Retail & Leisure Property Media Main industry sectors
- 26. Use case: O2 Retail expands Swindon store The Challenge O2โs Swindon store seemed to be underperforming compared to similar stores. The storeโs approaching lease break gave O2 Retail the opportunity to review its options. The Solution O2 Retail approached Smart Steps team to find out if they could provide data to support the theory that the store was underperforming for its location. Smart Steps uses anonymised and aggregated mobile network data from O2โs 24 million customers to provide insight representative of the total population in that area. Stores Property Portfolio โ Strategy and Planning Manager, ended up with a really clear understanding of the storeโs catchment and the types of customers they could expect to see and proposed doubling the size of the store, and taking on more staff. In the two months since the storeโs expansion: ๏72% footfall ๏14% Sales
- 28. JetSetMe uses real time roaming data to help Card Issuers better serve their traveling customers and improve their operations Customer is happier and uses card more often when abroad Customer no longer needs to call bank in advance to advise of travel plans Reduce cost to serve Increase revenue from additional card usage Fraud management efficiencies Significant reduction in customer calls to advise of travel plans Card becomes โtop of walletโ due to perceived lack of declines Circa 30% decrease in false declines
- 30. With Priority Moments we help UK small businesses compete with the marketing fire power of much bigger brands We've got the megaphone to Boost Footfall Weโve got the technology to Increase Profitability 51% of surveyed businesses reported that generating consumer awareness is one of their major challenges +60% of UK adults own a smart phone. Ability to communicate directly with local customers provide a route to renewed vitality for businesses 7 million registered Priority users Over 1 billion offers viewed to date Up to 95% conversion rates in- store 40% basket spend increase on average244,720 chocolate treats given away from the luxury chocolatier (2012-14) 533,771 free hot drinks from the nationโs favourite specialist coffee retailer (2012-14) 335,123 ยฃ1 lunches eaten by our customers (May 2014 โ Dec 2014)
- 33. www.360d.org.uk @digiconx #360digi David Low Development Advocate, Skyscanner
- 34. Reaching Velocity David Low Developer Advocate
- 35. Introduction
- 36. Skyscanner and Mobile First
- 37. The shifting market 77% growth In mobile users
- 38. Korea: 74% mobile Internet usage The shifting market
- 39. The shifting market India: mobile only โ more revenue
- 40. The shifting market 2G connections drive โliteโ products
- 41. What is Mobile? Mobile phone?Laptop with poor connection?Newspaper guy?
- 42. Whatโs in a phone?
- 43. Context
- 44. The Mobile Mind Shift Marc Smith / Flickr
- 45. Mobile Moments
- 47. Lean on the platform Platforms and OSs Provides guidelines and expectations Standard Components Already provide useful, tested ways to do things and Your specific use cases Build only the minimum pieces you need to hit that platform in the most useful way Wider Internet Standards, communities, open source
- 48. Think small
- 49. Architecture The four-tier engagement platform With thanks to Forrester Research Application delivery Optimisation, caching, personalisation Data sources Many and varied, internal, external, social, real-time Data transformation Aggregation and translation of many data sources Clients Many of them โ mobile, IoT, desktop Rendered to suit
- 50. Work back to go forwards
- 51. A world of possibilities
- 53. Edinburgh Quartermile One 15 Lauriston Place Edinburgh EH3 9EN Glasgow 5th floor, 151-155 St Vincent St, Glasgow G2 5NW Singapore No. 08-01&04 & 09- 04 8th floor, Robinson Point, 39 Robinson Rd, Singapore Beijing Level 19, Tower E2, Oriental Plaza, No. 1 East Chang An Avenue, Dong Cheng District, Beijing 100738 Miami 1395 Brickell Ave, Suite 900, Miami, Florida 33131 Barcelona Torre NN, Calle Tarragona, 157, 4a Planta, Barcelona, 08014 Thank you business.skyscanner.net @skyscannertools
- 54. www.360d.org.uk @digiconx #360digi Panel Session - Gareth Capon : Grabyo - Caroline Gorski : Telefonica - Geoff Ballinger : deltaDNA - David Low : Skyscanner
Editor's Notes
- According to Berg Insight, LBS are services that tin some way utilise the geographic location of a handset, either to enhance existing applications (e.g. location enhanced search services), or enable new type of applications (i.e. applications that are fully dependent on knowing the location of a user or asset). Mobile location platforms enable three categories of location-based services (LBS): Public safety National security and law enforcement Commercial services Location technologies can be divided into a) handset-based technologies (such as GPS) with intelligence mainly in the handset; b) network-based technologies (for instance Cell-ID, RF Pattern Matching and U-TDOA) with intelligence mainly in the network: c) hybrid technologies (for instance A-GPS and OTDOA) with intelligence in both the handset and the network. Several new hybrid location technologies are in development, aiming to improve the performance of global navigation satellite systems (GNSS) in difficult environments. Each technology has different characteristics and ultimately, no single one performs best in every aspect. Hybrid location technologies will be the means to meet future requirements of ubiquitous high-accuracy location, both for emergency and commercial services. LBS can be categorised as being active services โ those where the user initiates a location request to be located - or passive services โ those where the user gives consent to be located once or multiple times by a third party. Most passive service can be best served by network-based location data from MNO In the US the Federal Communications Commissionโs (FCC) E911 mandates for location of mobile emergency calls released in 1996 was a major driver behind the development of location platforms for the North American market. In Europe early deployments of location platforms focused on supporting commercial services due to the lack of a clear mandate for emergency services.
- Nearly all mobile network operators in Europe and North America have developed location platforms to comply with emergency call regulations. Berg Insight estimates that over 300 mobile network operators worldwide have deployed at least some type of basic location platform. With over 22 million customers Telefรณnica O2 UK runs 2G, 3G and 4G networks across the UK, as well as operating O2 Wi-Fi and owning half of Tesco Mobile. For Telefรณnica O2 UK, mobile marketing, customer engagement, and enabling various forms of enterprise and B2B services is a focus area. Our network-based location data supports fraud management and secure authentication services as well as location analytics services. Telefรณnica O2 UK has a direct relationship with more than 22 million customers and access to valuable data about our subscribers: demographic profiles, service usage, preferences. In addition we have the ability to market services, pre-install applications on devices and manage end-user billing.
- With Smart Steps we can track data from +22m mobile clients. That means: 1.5b events per day 30m journeys per day With our persistent identifier methodology we track the same identifier over a period of time, delivering a far more definite route. We use active and passive movement behaviours as well as device behaviours including type of calls, web browsing and apps downloads. Data is anonymised and aggregated to ensure privacy. Then data is extrapolated to become representative of the total population in each area.
- Case study 1. Retail. In-venue analysis. Leeds supermarket. This analysis included: Store demographic profile (gender, age, affluence) Frequency and dwell times Postal sector site catchments Potential market profile Market share vs. potential Case study 2. Transport. Understanding how people travel from Edinburg to London to measure market share. Using Smart Steps, we can determine: Departure catchment area How passenger disperse in London Analyse journeys by mode (air, train, road) and destination airport / train station Case study 3. Media. Understanding who visits St Giles for Outdoor Media planning. Using Smart Steps we can analyseโฆ Weekly occupancy, arrival and departures Age and affluence split by age Device profile type Area penetration map โฆ and conclude Peak time is at 19.00 Age between 20 and 39 Very affluent Apple users Living within M25 Case study 4. Retail. Understanding arrivals and departures is an opportunity to change and optimise opening times to align with population.
- JetSetMe was conceived and developed at Telefรณnica UKโs Lab in 2013 KPI are real data from our first trial with a major UK credit card. The trial delivered significant improvements to the customer experience as well as significant operational and fraud reduction benefits to the bank. The impact of our technology was described as โNeedle Shiftingโ by our sponsor. Telefonicaโs Global Mobile Identity APIโs share insights with businesses like banks, financial services and car issuers to help reduce fraud & improve customer experience. We share mobile network and customer data insights via real-time REST APIs, focused on protecting customer data and confidentiality. Our data is derived from the network layer which is more secure than device based solutions. API access is via secure & encrypted HTTPS REST interface. Our network based data insights services run passively in the background improving the customer experience for Digital services online and on mobile. Use case 1. Knowing where a customer mobile phone is located at the time of a transaction can provide better context on authenticating domestic and roaming transactions. This can help to reduce false positives that cost time and money to the card issuer, bank or financial entity. Use case 2. Knowing whether a customerโs mobile number has been recently swapped to a new SIM, or is unconditionally diverting all incoming calls, can be a strong indicator of account takeover fraud.
- (Internal view) Today O2 Priority is the industryโs leading loyalty programme, responsible for creating and cementing the most powerful, enduring and valuable relationships with millions of registered customers. Itโs grounded in a powerful marketing customer insight and mantra โ to make O2 customers feel special every day. The results are unparalleled, resulting in the industryโs lowest churn rate of less than 1%, a very high ROI and the best customer relationships in the industry. Priority customers: Love O2 more, โโbrand I loveโโ Feel more positive about O2 (increased CSI) Stay much longer Spend significantly more Need more O2 products Give consistently favourable social commentary
- In 2006 O2 Priority was founded on a simple guiding principle: to make O2 customers feel special. Itโs a powerful, deep and emotionally charged proposition to create and keep real relationships with customers by building meaningful connections. Top reasons people visit their local stores are (O2 survey 2012) 45% Convenience 40% Their importance in the local community 27% The Personal service 31% The Unique experience they offer By understanding our customersโ passions from music and gaming to sport and eating out, we work with brand partners to offer relevant experiences and rewards, crucially using targeting and technology to deliver when, where and how it matters most to their customers. We use SMS, MMS, Email and Retail Plasma to communicate Priority offers to our customers. Priority Moments is a free service which gives small businesses complete control and flexibility over their offers and experiences. Priority moments support small businesses to generate awareness and communicate directly with their local customers, giving peace of mind for those businesses unfamiliar with digital marketing. O2 Priority is constantly evolving through customer insights and technology to become more personalized, relevant and motivating, with the result that itโs forging stronger relationships with O2 customers. Innovation is key to what we do with Priority. From developing new analytics tools with industry leaders Microstrategy, to exploring new ways to use location data, to advancing new targeting technologies and app innovations. In conjunction with developing and using attitudinal and behavioural segmentation models to identify customer preferences, it helps us serve the right rewards to customers at exactly the right moment , in the format and in the place they want them.
- Welcome. Mobile first: initiative started in early 2014 to embed mobile thinking throughout the company.
- Good afternoon - itโs a pleasure to spend a few minutes today talking about our experience of mobile at Skyscanner, and how building good foundations for mobile users, puts you in a good place to deal with some much bigger possibilities.
- A while ago now, we made the choice to be a product led, mobile first business. Not a strategy in itself, but basic assumptions and accelerators that underpin day-to-day and longer term development. Itโs important to understand what we mean by โmobile firstโ though. For us itโs partly a behaviour shift to think differently about our users and how they want to use digital products like Skyscanner. But itโs also about architecture, engineering and product development - and how to prepare yourself for a new world every few months.
- In 2014 alone, we saw a 77% growth in usage of our products on mobile devices - not a particularly new trend but one we spotted early and one that isnโt going away. In many of the markets we deal with, mobile is already by far and away the primary source of users - in more emerging markets, desktop is almost unheard of as a consumer platform. But nothing stands still and just as mobile becomes dominant, platforms within and above mobile - such as messaging - are starting to take hold too.
- In 2014 alone, we saw a 77% growth in usage of our products on mobile devices - not a particularly new trend but one we spotted early and one that isnโt going away. In many of the markets we deal with, mobile is already by far and away the primary source of users - in more emerging markets, desktop is almost unheard of as a consumer platform. But nothing stands still and just as mobile becomes dominant, platforms within and above mobile - such as messaging - are starting to take hold too.
- In 2014 alone, we saw a 77% growth in usage of our products on mobile devices - not a particularly new trend but one we spotted early and one that isnโt going away. In many of the markets we deal with, mobile is already by far and away the primary source of users - in more emerging markets, desktop is almost unheard of as a consumer platform. But nothing stands still and just as mobile becomes dominant, platforms within and above mobile - such as messaging - are starting to take hold too.
- In 2014 alone, we saw a 77% growth in usage of our products on mobile devices - not a particularly new trend but one we spotted early and one that isnโt going away. In many of the markets we deal with, mobile is already by far and away the primary source of users - in more emerging markets, desktop is almost unheard of as a consumer platform. But nothing stands still and just as mobile becomes dominant, platforms within and above mobile - such as messaging - are starting to take hold too.
- The thing that gave us most to ponder in going โmobile firstโ, was trying to define what we meant by it. What is mobile? Is it someone on their phone, the simplest way to put it? Is it someone on the train on a laptop? Theyโre mobile by definition and by the challenges theyโd in using it.
- Even if we narrowed it down to phone, what do we mean by that? Is it someone simply browsing mobile web? Or using an app? Are they deep inside a messaging app like WeChat - something almost a default behaviour in the Far East, and coming soon to Facebook Messenger and others? Is it use of a voice service proxied through a wearable?
- In truth itโs all of them - but thatโs just the start of the explanation. In the first two examples, weโre not really talking about a platform but a context. And when you drill into more of those, and the additional platforms that mobile has created, youโre talking about infinite possibilities. And that has has been documented as the โmobile mind shiftโ.
- In his book for the American Marketing Association, The Mobile Mind Shift, Josh Bernoff noted - "The mobile mind shift is โthe expectation that I can get what I want in my immediate context in my moment of needโ." The book is a very good read by the way, highly recommended. What itโs trying to explain is the principle of the โmobile momentโ - a 2-sided context where provision and need just happen to meet. And it if you know what youโre doing, it shouldnโt be luck if that happens.
- Thatโs what the book defines as a โmobile momentโ - and itโs the building of those moments that should drive anyoneโs mobile strategy. Itโs all about different touch points at different times of day, and thinking harder about the different contexts and touch points people experience through the day.
- Companies that simply take their web experience and replicate it on phone, even if they use techniques like responsive design, arenโt quite getting that principle of context. Making a big thing smaller doesnโt cut it. If you think of a modern smartphone and the mixtures of touch, geography, movement - itโs both the hardest one to get right, and the most rewarding at the same time. From there, you effectively drop capabilities as you head backwards desktop sized experiences - and the visual design isnโt really that important if the user doesnโt get what they wanted. Itโs something weโve been calling โdegrade to desktopโ.
- And itโs not an easy thing to get right - but in principle, you grow big by thinking small. Break down a product to its component parts, and only display the pieces and options relevant at the time. A principle I call โleaning on the platformโ means youโre only building the bits you actually need for your own purpose and context. There arenโt that many new problems to solve so why solve them again? [go through the principles of the slides] Itโs a fact that companies like Apple and Google openly favour products in their app stores, which build in this way.
- Taking it further โฆ if you suspect most people looking for a hotel need it that night, why show them a calendar control? Make that an opt-in and start with tonightโs prices. Offer a notification if prices are likely to get better, send it when theyโre most likely to fear missing out. Hotel Tonight, as you see there, is a mobile-only product. It leans heavily on very low friction and real-time notification. Itโs just moved into geographic pricing โ offering better prices if youโre in the vicinity and likely to book. This type of product relies on microservices grabbing small pieces of data for particular puroses. Those are ideal building blocks for modern low-friction products - voice, messaging, wearables or IoT.
- Having got that far, you should be able to take your side of a mobile moment, and deliver it almost anywhere. The good people at Forrester Research, describe how to enable all this through a โfour-tier architectureโ which puts it very well: Client (many of them) Delivery (transformation of content to the best format, based on data and context) Aggregation (selection and use of multiple data sources) Data
- If you think about it that way, previous responses to mobile such as m.dot sites, responsive and adaptive, are lucky if they deliver one or two of those tiers. You need to work your way back from the mobile moment and that fragment of expectation, all the way down your application structure - to the point you can deliver that momentโs worth of information quickly and efficiently. By starting small, youโll find you can scale to the billions of devices and end points you can address.
- At Skyscanner weโve adapted our platform from things as simple as presenting price changes within Google Now, to a watch app that directs you back to your hotel in a strange place, to full blown branded service for MSN users and many others. Lots of variations, big and small - based on the same underlying platform, and a variation on that four-tier architecture โ trying to solve difficult problems in the smallest of use cases.
- โฆand that, is how we want to enable velocity. Thank you very much.