Bank of America drives app downloads via iAd campaign – Advertising – Mobile Commerce Daily

Bank of America drives app downloads via iAd campaign

By Lauren Johnson

January 31, 2012

A sceenshot from the Bank of America iAd campaign

Financial institution Bank of America is using a mobile advertising campaign to catapult downloads of its mobile banking iPhone application.

The ads walk users through the app’s features and educates consumers on Bank of America’s mobile banking. The ad campaign is running inside Apple’s iAd network.

“Mobile provides us with a targetable channel to reach on-the-go consumers with relevant products, and iAd allows for a richer mobile ad experience, offering more opportunity for brand interaction,” said T.J. Crawford, senior vice president of media relations at Bank of America, New York.

Bank on mobile

The Bank of America banner ads promote the iPhone app as being accessible wherever consumers are. Copy for the ad encourages consumers to manage and check bank accounts while on the couch or watching a movie.

The ads expand into a scene of a town with the tagline, “Get more done with mobile banking.”

Users can then explore each building in the town to learn about a particular feature of the mobile banking app.

The ads use the mobile device’s movement to slide across the screen and show the different buildings.

The goal of the ad is to show users how easy mobile banking is.

The ad shows how easy mobile banking is

For example, users who tap on the town’s local coffee shop to learn how to pay bills via the iPhone app.

The ads also show how users can locate ATMs, transfer funds and learn about the app’s security.

For each feature, the ad shows users an animated video of how the feature works.

Banner ads display along the bottom of the screen with a link that users can tap on to download the app.

Unlike many ad campaigns, users are not redirected to Apple’s App Store to download the app. Instead, users tap a button to confirm the app download.

Instant apps

Using mobile ads to drive app downloads is nothing new to the mobile industry.

For instance, Walgreens recently used an iAd campaign that let users download the company’s prescription app directly from the ad (see story).

However, up until now ads that drive app downloads have been fairly plain with a simple call to action.

For Bank of America, the company is able to promote its app in a new, rich way that lets users explore the brand in a deeper way.

Additionally, mobile banking is increasingly becoming an essential part of a financial institution’s strategy. However, some consumers are still not aware of mobile banking and how it works.

With setting up a scene that walks users through each process of mobile banking and visually shows them what to do on the app, Bank of America is able to spread its services to consumers who might not know about the company’s mobile work.

“With more than nine million active mobile banking customers, Bank of America is the market leader with more mobile customers than any other U.S. bank,” Mr. Crawford said.

“We expect to see continued growth in response to consumer desire for greater convenience,” he said.

via Bank of America drives app downloads via iAd campaign – Advertising – Mobile Commerce Daily.



You might not have heard about Mobify, but it’s helped 20,000 customers optimize their websites for mobile, and clients include Starbucks (s sbux), Bonobos, Threadless and many others. The company said it had 167 million unique visitors  visit Mobify-powered mobile websites last year, about 20 percent of all smartphone users.

That’s interesting by itself and falls in line with other reports about how much traffic is going mobile. But in talking with Mobify’s CEO Igor Faletski, one thing that stood out to me was that almost all of Mobify’s work has been to optimize sites for smartphones last year. Very few customers have thought to optimize their websites for tablets like the iPad (s aapl). Instead they have relied on native apps or just a desktop version of their website. Compuware came to a similar conclusion when surveying 30 of the top retailers’ sites and finding that…

View original post 680 more words

Achieving A Mobile-First Mindset

Achieving A Mobile-First Mindset

Google’s Glen Reardon deconstructs the traditional three-step marketing model to find that mobility is a growing, disruptive force that cannot be ignored.

Insurance Networking News, January 30, 2012

Justin Stephani

Glen Reardon, head of industry, financial services advertising at Google, asked a simple question during a brief presentation at Celent’s Innovation & Insight Day in Boston on Thursday: How influential is the digital journey within the purchase process? Immensely.

Like what you see? Click here to sign up for Insurance Networking News weekly newsletter to get the latest on breaking industry news, carrier technology implementations and developing business and technology trends.

Reardon helps fortune 1000 companies across the insurance vertical with their overall market strategy. He conducted industry research with Shopper Sciences seeking to deconstruct the decision-making process for insurance consumers in an increasingly digital world.

This process is particularly complex for insurers; Reardon cited a long period of consumer research before trying out an insurer, the majority taking several months to shop around before selecting. More importantly for marketing efforts: 11.7 sources are now being consulted, on average, before any purchasing decisions are being made, which is more than double the five sources people were using just a year ago.

As consumer access to information skyrocketed over the last year, Reardon’s research narrowed down its focus to mobility, which was cited by 34 percent of shoppers (more than any other factors listed) as a top influencer in buying insurance in 2011, up 16 percent from 2010.

The proliferation of smartphone use and broadband capabilities are main drivers, according to Reardon, who cited multiple statistics emphasizing mobile as the future hub of communication and information; there are more mobile devices in the United States than people; as of 2011, it is anticipated that 50 percent of Americans will have a smartphone; Apple sold 34 million iPhones last year; and Google activates about 600,000 Android devices globally every day. Tablets have grown in their first months faster than smartphones did.

More specific for the auto industry: 18 percent of all online searches last year were conducted using mobile devices. And if the banking segment — 24 percent of all searches and 33 million mobile banking users — is any indicator, the numbers are set to continue their ascent.

Reardon closed by urging attendees to challenge their companies by asking, “What is our mobile strategy? What is our tablet strategy? How do we get ahead of the fact that consumers are looking at our websites in so many different ways? How are we going to engage them where they are?”

via Achieving A Mobile-First Mindset.


How Americans used their phones to assist with purchasing decisions this holiday season

More than half of adult cell phone owners used their cell phones while they were in a store during the 2011 holiday season to seek help with purchasing decisions. During a 30 day period before and after Christmas:
  • 38% of cell owners used their phone to call a friend while they were in a store for advice about a purchase they were considering making
  • 24% of cell owners used their phone to look up reviews of a product online while they were in a store
  • 25% of adult cell owners used their phones to look up the price of a product online while they were in a store, to see if they could get a better price somewhere else

Taken together, just over half (52%) of all adult cell owners used their phone for at least one of these three reasons over the holiday shopping season and one third (33%) used their phone specifically for online information while inside a physical store—either product reviews or pricing information.

Detailed findings—online product reviews and calling friends for purchasing advice

There are a number of demographic patterns in these survey findings. Specifically:

  • Cell owners ages 18-49 are significantly more likely to use their phones for online product reviews than are cell owners ages 50 and older. Cell owners ages 65 and older are especially unlikely to do this—just 4% did so this holiday season.
  • Urban and suburban cell owners are roughly twice as likely as rural cell owners to have recently used their phone to look up online reviews of a product they found in a physical store.
  • Non-white cell owners are more likely than white cell owners to look up online product reviews, and those who have attended college are more likely to do so than those who have not.

Detailed findings—cell phones as a tool for online price matching

Online price matching and looking up online reviews frequently go hand in hand. Overall, of the 33% of cell owners who used their phone recently in a store to look up either product reviews or prices online, roughly half (representing 17% of all cell owners) used their phones to engage in both of these activities.

As a result, the same groups that use their phones to look up online product reviews—such as cell owners under 50 years old, non-whites, those with at least some college experience and those living in urban or suburban areas—are generally the same ones that use their phones to look up online pricing information.

One in five “mobile price matchers” ultimately made their most recent purchase from an online store, rather than a physical location

When asked what happened on the most recent occasion where they used their phone to look up the price online of a product they found in a store, these mobile price matchers point to a range of outcomes:

  • 37% decided to not purchase the product at all
  • 35% purchased the product at that store
  • 19% purchased the product online
  • 8% purchased the product at another store

Since one quarter of cell owners looked up the price of a product using their phone in the 30 days preceding our survey, that works out to 5% of all cell owners who purchased a product online this holiday season after looking up its price online from a physical store. An additional 9% of all cell owners searched for the price of a product they found in a physical store but ultimately purchased it at that store.

The Pew Research Center’s Internet & American Life Project is an initiative of the Pew Research Center, a nonprofit “fact tank” that provides information on the issues, attitudes, and trends shaping America and the world. The Pew Internet Project explores the impact of the internet on children, families, communities, the work place, schools, health care and civic/political life.  The Project is nonpartisan and takes no position on policy issues. Support for the Project is provided by The Pew Charitable Trusts. More information is available at

2012 – 2015 Digital Predictions & Trends

2012 – 2015 Digital Predictions & Trends

If you thought digital has evolved rapidly over the past few years, you ain’t seen nothing yet. Over the next 4 – 5 years, digital innovation as well as spend is expected to sky-rocket. After reading countless prediction articles, this is a compilation of 22 forecasts and emerging trends which no major brand can afford to ignore. In particular more half of these are related to mobile – which demonstrates the impact it will have on the industry in the years to come.

Mobile & Tablet – Current Usage, Forecasts & Trends 
1. Smartphone Penetration; In 2015 nearly 90% of all Australian mobile phone users will have a smartphone, up from just under 50% in 2011.
2. Tablet Usage; Gartner predicts tablet shipments worldwide will grow from 17.6 million in 2011 to an astounding 326.3 million in 2015. According to PWC one in every four Australian consumers will own a table computer by 2015 – which is higher than the global average which is anticipated to reach 15 – 20%.
3. Mobile Internet Overtakes Desktop Usage; Telsyte forecasts online publishers in Australia will have a larger smartphone audience than the computer-based online audience by 2015. The inflection point will occur sometime during 2014.
4. Mobile Gamification: By 2015, 70 per cent of global 2000 companies will have at least 1 gamified app.
5. App Downloads: IDC forecasts the number of annual mobile app downloads to increase from 10.7 billion in 2010 to nearly 183 billion by 2015.
6. Windows Marketshare; Windows Phone is forecast to reach 20% market share globally by 2015. Gartner/IDC said the big loser would be iOS and Android will only continue to grow reaching as high as 49% by 2015.

7. Mobile Payments; By 2015, Gartner predicts mobile payments will account for 5 per cent of all consumer electronic transactions worldwide.
8. Second Screen Usage; According to data from Yahoo/Nielsen, 86% of web users now use a mobile device while watching TV.
9. Mobile Gaming; Mobile gaming in the US is anticipated to be worth $591.5 million by 2015 up from $181 million.

On the basis of the above, there is little doubt that mobile will be the device of choice to access the internet in years to come. How marketers leverage mobile to connect and engage with consumers however is still in its infancy – and over the next few years marketers will need to focus on new trends to remain relevant. Some of which include;

10. Context Aware Experiences; Context-aware services and applications will provide improved user experiences by using personal information i.e. interests, intentions, history, environment and preferences to anticipate consumer needs and proactively serve up the most appropriate content, product or service.
11. Object Recognition; Object Recognition (OR) apps are penned as a hot trend to watch in 2012 and beyond. OR recognises a user’s surroundings including specific objects of interest. OR is anticipated to open up a world of new opportunities for marketers to engage and connect.
12. Near Field Communications (NFC); Near field communication can quickly swap information between devices when they’re touched together – and is tipped to become a popular mobile payment method in years to come – however near field communication (NFC) payment is not anticipated to become mainstream before 2015.

Video & Social Media Usage, Forecasts & Trends
13. Social Commerce; Gartner Research recently predicted that 50 percent of all digital sales will flow through social and mobile platforms by 2015. In addition $30 billion in global purchases expected to occur on social networking sites in 2015.
14. Personal Information Lock-Down; Gartner predicts in 2012, we will see the start of a negative backlash against social media, with 20 per cent of consumers reducing the amount of information they share online.
15. Shift from UGC to professional video content; In 2012, there will be shift toward professionally created video content. YouTube will launch at least 90 new original channels featuring celebrities, professional creators and more. This new trend, will drive consumer demand for more professional content.
16. Photo / Multimedia Networks Emerge; Growth in Instagram and Pinterest, demonstrates the rise of photo / multimedia social platforms. Instagram reached 15 million users by the end of 2011, whilst Pinterest received over 31 million visits and this is anticipated to accelerate over the coming years.

Online Advertising (Paid Search, Display & Video)
17. Online Video Advertising Growth; Forrester Research predicts digital video advertising (US) will reach at least $5.4 billion by 2016; in 2011 digital video ads pulled in $2 billion. Whilst eMarketer predicts video ads will overtake rich media advertising spend, growing to over $7 billion in 2015.
18. Mobile Advertising Growth; eMarketer predicts $1.07 billion to be spent on mobile advertising in 2015 of which $213.6 million will be spent on mobile video advertising.
19. Shift away from paid search; By 2016, Forrester predicts a shift away from paid search towards display advertising. Forrester predicts search share of online media spend will decline by 11% as paid search costs continue to rise and ROI is eroded.
20. Online Ad Spend Surpasses TV; According to Forrester, Interactive marketing spend is set to dethrone TV globally (this includes search marketing, display advertising, email marketing, mobile marketing, and social media) and represent 26% of all advertising.

Other Digital Forecasts
21. Connected TV Growth; It is predicted that 65% of TVs sold in 2012, will be connected TVs – rising to as many as 80% by 2015. Whilst a few brands have began investing in the space, 2013 is likely to see investment in TV apps and content accelerate – which will be partly driven by the introduction of Apple TV in 18 months time.
22. Connected Cars; In the same way TVs of the future are internet enabled, so too will cars – with an estimated 55 million global consumers able to access internet via their vehicle by 2016.


5 Signs of a Great User Experience

5 Signs of a Great User Experience

By Richard MacManus / January 29, 2012 8:32 PM / 17 Comments

If you’ve used the mobile social network Path recently, it’s likely that you enjoyed the experience. Path has a sophisticated design, yet it’s easy to use. It sports an attractive red color scheme and the navigation is smooth as silk. It’s a social app and finding friends is easy thanks to Path’s suggestions and its connection to Facebook.

In short, Path has a great user experience. That isn’t the deciding factor on whether a tech product takes off. Ultimately it comes down to how many people use it and that’s particularly important for a social app like Path. Indeed it’s where Path may yet fail, but the point is they have given themselves a chance by creating a great user experience. In this post, we outline 5 signs that the tech product or app you’re using has a great UX – and therefore has a shot at being the Next Big Thing.

A word from our sponsor:

Build Business with Social Media [New 44 Page Guide] — Learn the best six ways to use social media for business, with guidance, proven tactics and templates for creating effective programs – including adopting a Social CRM platform. Download the Social Media Pocket Guide.

Ad powered by BTBuckets

1. Elegant UI

A great user experience isn’t just about the user interface, but it helps a lot. While I’m not a regular Path user, today I opened it up and browsed for a bit. To like an item on Path, you click a little smiley icon in the top right. If you really, really like an item, you can make it a heart icon. There are three other options: a winky face, a surprised face and a sad face. So Path has cleverly created 5 different types of ‘like’ using subtle but obvious icons. This is something that Facebook hasn’t yet cracked; it only has one style of ‘like’ and many people have argued for a ‘dislike’ option, at the very least.

2. Addictive

A nice design is one thing, but you also need to see value in it. It must either solve a problem for you, or be a pleasurable distraction. Time and time again. In other words, it must be addictive. One of the current trendy services on the Web is Pinterest, an online pinboard that has become an addiction for many. In a text-heavy social Web, Pinterest has nailed the concept of a completely visual user experience. It solves a problem, because it gives you a place to store images around topics – such as the very popular wedding dresses section. It brings you back every day, if you get hooked.

3. Fast Start

The Kindle Fire as a product is not as aesthetically pleasing as the iPad 2. The Fire is rectangular and small, looking a bit like the iPad’s runty little brother. But what the Kindle Fire does better than the iPad is get the user started – and hooked – straight out of the box. With the iPad, you need to connect to iTunes or manually set up your account to get things started, which can often be a time consuming and awkward experience for newbies. But if you buy the Kindle Fire from Amazon, it comes pre-loaded with your Amazon profile. This enables most users to start downloading content as soon as they switch the device on for the first time.

Note that the rest of the Kindle Fire’s user experience is not always pleasurable. But the start up is one part that is.

4. Seamless

With so many Internet-connected devices and screens nowadays, it’s important to have a consistent experience. One recent example of this for me is the online music app Rdio. It only just became available in my country, but I was immediately impressed by the consistent user interface between Rdio’s iPhone app and the desktop app on my computer. Rdio takes that seamlessness a step further though, in allowing you to download whole albums onto your mobile device so that you can listen to them offline. It would’ve been easy for Rdio to get that functionality wrong, for example by enabling download on 3G and giving you a huge cellphone bill. But by default, Rdio only downloads songs onto your mobile phone using WiFi (you can turn on 3G download if you think you can afford it). It’s the little details like that which make a great user experience.

5. It Changes You

Arguably the most outstanding tech products are ones that revolutionize the way we do things. The iPhone and iPad are two high profile examples from recent years. Twitter is another. These are products that create a brand new user experience, or change old habits in a good way.

When I asked for examples of a great user experience over on Google+, Chris Brogan commented that FitBit has changed the way he manages his fitness. “The information it gathers is useful,” said Chris, “plus the way it’s displayed to me challenges me to do more with it.”

Having an overall great user experience is difficult to pull off. Some of the products mentioned above only get part of it right, for example Kindle Fire and Path. I even said that the iPad, an otherwise glorious product, is slightly disappointing in the start up.

What products or apps have given you a great user experience recently? We’d love to hear about what’s making you happy.

via 5 Signs of a Great User Experience.

C’est pas mon idée !: AssurSKI, l’assurance à la demande, sur mobile

AssurSKI, l’assurance à la demande, sur mobile

Concoctée par le courtier AssurMix avec Mondial Assistance, AssurSKI, officiellement dévoilée cette semaine, est une offre d’assurance pour les skieurs (comme son nom le laisse supposer), complète mais relativement classique. En revanche, son mode de distribution, exclusivement en ligne et sur mobile, est particulièrement original et justifie bien un billet dans ces colonnes.

Ce qui retient l’attention avec AssurSKI est, bien entendu, son application pour smartphone (iPhone et Android), qui permet de souscrire une assurance en quelques clics, pour une durée d’1 jour à 1 an et pour 1 à 10 personnes. Lors la première transaction, l’utilisateur devra créer un compte personnel, qui lui permettra par la suite d’accéder encore plus rapidement aux services proposés.

Dès que le paiement (par carte bancaire) est enregistré, la protection entre immédiatement en vigueur et le contrat est transmis par mail, avec le détail des garanties. L’application stocke également l’attestation, associée à la photo du (ou des) assuré(s). Finies, donc, les cartes en papier qui se perdent facilement…

Le site web d’AssurSKI, qui propose les mêmes possibilités de souscription que l’application mobile, comporte aussi une originalité notable, sous la forme d’un comparatif des offres concurrentes d’un genre un peu particulier, puisque collaboratif. Motorisé par la solution spécialisée SocialCompare, il a été créé par le courtier (et lui est donc logiquement favorable) mais il peut être enrichi et complété par tout internaute inscrit.

Au chapitre des regrets, il faut souligner une importante lacune dans l’application mobile d’AssurSKI : la déclaration de sinistre n’est possible que par courrier, fax, mail ou via le site web. Et donc pas depuis l’application elle-même, ce qui paraît absurde. Cette incohérence est vraisemblablement due aux limitations imposées par Mondial Assistance, responsable de cette partie des contrats, qui échappe au contrôle du courtier.

L’utilisation des technologies mobiles dans le secteur de l’assurance en est encore à ses balbutiements. Après les applications de gestion de sinistre et les premières tentatives de distribution de produits (souvent dans les pays émergents, comme au Ghana), de nouveaux usages commencent à se développer et démontrent le potentiel qui reste à explorer.

Information repérée grâce à @ADyevre. Merci !

via C’est pas mon idée !: AssurSKI, l’assurance à la demande, sur mobile.

How Many Architects Does It Take to Screw in a Core Banking Transformation?

I was in a meeting recently and everyone at a table of 15 was some sort of architect. There was the print service architect, the enterprise content architect, the security architect, the solution architect, a technical landscape architect, and multiple enterprise architects. Trying to sort out where one architects responsibility ended and another’s began was extremely difficult. It seemed to me that now days everyone wants to be called an architect. The problem is that once a title like architect is given out people start to act like…well, architects. What I mean by this is that when you are called the architect of print services you start to develop a point of view and an architecture that centres around print services sometimes without thought or concern related to business requirements or integration. Sometimes all you’re concerned with is the best best-of-breed printing services architecture you can design. I also find that enterprise architects that stay within enterprise architecture in the run the bank space tend to have to little skin in the game of a core banking transformation to be of significant help and in fact tend to be a significant hindrance. So how many architects does it take to screw in a core banking transformation?

For me there are five central types of architects that should act as a cohesive architectural team within a core banking transformation. I will list them in order of importance:

  1. Business Architect
  2. Solution Architect at the Enterprise Level
  3. Business Architect from the Vendor
  4. Solution Architect from the Vendor
  5. Technical Architect

1. The Business Architect

Entrusted by the enterprise to ensure that strategic intent finds it s way into tactical applications of functionality. Owner of the business process, knowledgeable in the current process designs, organizational structure, strategic intent, business cases, able to locate process artifacts. They are able to communicate all of this to an extended team. The business architect also needs to have and champion the banking processes of tomorrow. Based on the scope of an initiative the Business Architect can have a team, but the team is made up of specialist within a process not additional architects. When future processes have to change course from the initial intent or direction it can only be the Business Architect that makes the call. Wikipedia does a nice job of outlining the view and knowledge of an organization that a Business Architect should possess:

  • Business Strategy view : captures the strategic goals that drive an organization forward. The goals may be decomposed into various tactical approaches for achieving these goals and for providing traceability through the organization. These strategic goals are mapped to metrics that provide ongoing evaluation of how successfully the organization is achieving its goals.
  • Business Capabilities view : describes the business functional abilities expressed via business services of an enterprise and the sections of the organization that would be able performing those functions. This view further distinguishes between customer-facing functions, supplier-related functions, core business execution functions, and business management functions.
  • Business Knowledge view : establishes the shared semantics (e.g., customer, order, and supplier) within an organization and relationships between those semantics (e.g., customer name, order date, supplier name). These semantics form the vocabulary that the organization relies upon to communicate and structure the understanding of the areas they operate within.
  • Business Operational view : defines the set of strategic, core and support operational structures that transcend functional and organizational boundaries. It also sets the boundary of the enterprise by identifying and describing external entities such as customers, suppliers, and external systems that interact with the business. The operational structures describe which resources and controls are involved. The lowest operational level describes the manual and automated tasks that make up workflow.
  • Organizational view : captures the relationships among roles, capabilities and business units, the decomposition of those business units into subunits, and the internal or external management of those units.

2. Solution Architect at the Enterprise Level

Go to the enterprise architecture team and find the one resource with the broadest experience and knowledge of the existing banking solutions. Find out if he or she gets excited about the prospect of change and only shows loyalty to innovation. If you can find this person tell your executive sponsor the project can’t succeed with out them then task them to be the Enterprise Solution Architect for the initiative. Enterprise service design, enterprise legacy integration, and any other cross overs with the run the bank and legacy systems becomes their responsibility. Providing the link to enterprise, defining integration architecture, and building the team on the legacy side to support the transformation are key deliverables for this person. Education themselves and the enterprise on the new solutions and becoming a champion of the new solution architecture is their main goal and responsibility. Again they can build out a team of experts within the legacy solution and foundational architecture deliverables however they should be the single voice on legacy and foundation architecture.

3. Business Architect from the Vendor

Probably the hardest to find resource. The vendor’s business architect should understand end-to-end and best-0f-breed processes from the new solutions point of view. They should be bankers with real life process design and implementation experience with the new solution. They should be able to work hand and hand with the bank’s business architect to help bridge the gap between what the bank would like to have in a new business process and what is possible within the new solution. A knowledgable business architect with deep experience with a specific solution can help a bank leverage their investment in a new solution by ensuring all available feature, functions, and business benefits of the solution are clearly understood and taken into consideration when defining the future business processes of the bank with the bank’s business architect.

4. Solution Architect from the Vendor

Like the solution architect from the bank the vendor’s solution architect should have deep knowledge and experience with the vendors solution. They know all the integration points and best integration methods. They know how all of the business processes are supported by the solution. They know how to integrate the solution. They have deep ties with the vendors product group. They will work hand and hand with the bank’s solution architect to define the end-to-end solution architecture that supports the new solution.

5. Technical Architect

They prepare and support the technical architecture for the new solution. They should take requirements from the solution team and ensure that the technical environment including all required systems are present and available.


In a well run core banking transformation the bank’s business architect, bank’s solution architect, vendor’s business architect, and vendor’s solution architect become an extremely strong cohesive team. In the end it is almost impossible to tell the difference between them. In the most successful implementations I have been involved with I have seen a bank’s business architect, someone that came from the front line of the bank’s retail operations, explain an end-to-end retail lending account origination process visually via screen shots while calling out and explaining the enterprise services called at every button push. I have also seen a vendor’s solution architect defend the process design approved by the bank’s business architect  by linking the decision back to the expected outcome stated in the business case.

I would never want to diminish the effort or skill of specialist on core banking transformations but the architecture team should be small and cohesive. It should actively manage, review, and approve integration points and designs from other foundation groups. Successful transformations will limit the size of their architecture group and will hand out the title of architect sparingly.


BY  ON JANUARY 27, 2012

US Mobile Ad Spend Grows Faster Than Predicted

In what seems like a rare moment these days, analysts are saying that they actually underestimated something rather than hyping it beyond recognition. Maybe there is hope after all :-).

This time it is about mobile ad spending in the US. eMarketer writes

The US mobile advertising market is growing far faster than expected, driven by the rapid ascension of Google’s mobile search advertising business, advertisers’ growing attraction to display inventory on tablet and smartphone devices, and the growing roster of mobile ad networks such as Google’s AdMob, Apple’s iAd and Millennial Media.

The chart below offers the hope that this growth will be strong for quite some time.

So how does this spending break out? Where is this spending happening and where is it likely to continue happening? Looks like it’s search where Google holds an even more dominant position in market share (most put it at somewhere north of 90%) than they do in “traditional” search. All of the bellyaching about Google as of late may actually work to take people’s eye off of where Google’s dominance is most evident and “out of balance’: mobile search.

So what’s the takeaway here? Pay attention to mobile! It’s really that easy but at the same time it seems like the area that many marketers are least confident. Looks to me like it is WELL past the time to be talking about the year of mobile. We are now in the culture of mobile which is a much different angle to be assessing the market.

Are you hesitant to commit to mobile? Are there naysayers keeping you at bay when it comes to truly going mobile with your marketing efforts? It may be time to step up and take a stand. What do you think?

US Mobile Ad Spend Grows Faster Than Predicted