Elevating Mobile Commerce as an

Enterprise-Wide Strategy

March 2012
Sahir Anand





~ Underwritten, in Part, by ~





This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies provide for objective fact-based research and
represent the best analysis available at the time of publication. Unless otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc.
and may not be reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by Aberdeen Group, Inc.




March 2012
Elevating Mobile Commerce as an
Enterprise-Wide Strategy
Data from Aberdeen's September 2011 Mobile and Tablet Shopping De-
Mystified: Adoption & ROI Business Case report indicates that 70% of retailers
are striving to improve customer retention and omni-channel retailing
(unified customer sales and service fulfillment via all channels anytime,
anywhere) via mobile commerce. Access to mobile commerce not only
ensures fulfillment of the omni-channel customer experience, but also
facilitates a more complete customer, data, marketing, merchandising, and
order fulfillment strategy.
The three most significant challenges for mobile commerce within and
outside the store is attaining a 'critical mass' of customers, retail localization,
and adequate usage scenarios throughout the retail enterprise for gradual
optimization. Only then does mobile become all-pervasive: truly customer-
and employee-centric at each and every critical customer touch point in a
retail enterprise.
This is Aberdeen's sixth report in a continuing series of mobile and tablet
commerce trends assessment and technology implication-related studies.
This study is based on an Aberdeen survey of 58 companies conducted in
January 2012. The main focus is on an emerging trend: mobile is more
embedded within retail and consumer markets today from an enterprise-
wide perspective (i.e. in-store, outside the store, cross-channel, and
headquarter-based) than ever before.
Augmenting Mobile across Departments
In the initial stages of mobile commerce incubation, retailers are focused on
accomplishing the fundamentals of mobile commerce for customers. These
fundamentals relate to making sure that customers visit the mobile site,
platform or app for product research, order, and check out. All the
marketing tactics, including mobile promotions (currently in use by a fifth of
retailers), are geared towards improving time spent per visit that can lead to
transactions. From an analytics standpoint, the focus of almost a fourth of
retailers (22%) is on site visits, sales and conversion data, mobile marketing
response rates, merchandise views, offer clicks, and other related analytics.
However, mobile commerce in an omni-channel environment enables
customers to gain unfettered virtual, voice, and physical world access in
varied shopping scenarios, such as:
Access to comparative product and pricing information
Localized retail scenarios (segmented inventory, marketing, and
customer experience)
Analyst Insight
Aberdeens Insights provide the
analyst's perspective on the
research as drawn from an
aggregated view of research
surveys, interviews, and
data analysis
Demographics
Of the 58 responding retail
organizations, demographics
include the following:
Job title: Senior Management
(32%); EVP / SVP / VP (17%);
Director (9%); Manager
(28%); Consultant (6%);
Other (8%)
Department / function: Sales
and Marketing (50%); IT
(20%); Business Management
(13%); Operations (6%);
Other (11%)
Segment: Apparel (22%);
Specialty (14%); Grocery
(10%); Hospitality (14%);
Consumer Electronics (11%);
General Merchandise (10%);
Banking (6%); Other (9%)
Geography: North America
(61%); APAC region (8%)
and EMEA (31%)
Company size: Large
enterprises (annual revenues
above US $1 billion)- 24%;
midsize enterprises (annual
revenues between $50
million and $1 billion)- 22%;
and small businesses (annual
revenues of $50 million or
less)- 54%
Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
Multi-touch cross-channel promotions and loyalty rewards
Real-time engagement with associates or call center agents
Intuitive order placement, quick check out at the Point-of-Service
(POS) with multiple tender options, and instant customer feedback
loops, among others
From an employee perspective, a fifth of retailers are at various stages of
implementation of varied mobile apps. This requires integration with other
retail systems such as in-store mobile POS, loyalty, merchandising,
reporting, and workforce management-related touch points (such as mobile
views of schedules, shift swap requests etc.).
Despite these customer and employee benefits, this survey shows that a
third of retailers are still sitting on the fence wondering when and how to
roll-out or scale an existing mobile commerce program. These are all signs
of a lingering 'follower' strategy. This strategy places the customer and retail
business in a vacuum of uncertainty due to a lack of organizational readiness
or mandate to embrace revenue-enhancing consumer marketing
innovations. This 'wait and watch' approach is not in line with the mission-
critical need to grow and expand customer interaction, engagement, and
operational effectiveness in every part of the retail organization.
However, data from this survey also shows that a major landmark is around
the corner for the 41% of retailers that possess a mobile initiative for at
least one year or more. This landmark is termed as the tipping point for
technology-business process-organization integration. In essence, as seen in
Figure 1, the 'integration effect' is beginning to take shape for mobile
commerce.
Figure 1: Mobile Alignment Initiatives Enterprise-Wide

Source: Aberdeen Group, January 2012
27%
31%
37%
43%
51%
55%
71%
76%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Merchandising
Network
Job role
Budget
Content / product information
management
Analytics
Marketing
Data - customer, sales, etc.
Percent of Respondents n=58
"Cabelas is now pursuing a
forward-looking roadmap for a
broader enterprise-wide
mobile strategy which includes
customer-facing shopping
attributes, employee-facing
apps including point-of-service
in the store, and other HQ-
based employee function apps.

~ Mark Thompson, Senior
Director, E-Commerce,
Cabela's

Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
When compared to some of the most dated customer and employee-facing
retail technologies such as POS and self-service kiosks, the 'integration
effect' took decades to achieve and is still not omni-present. Within food or
non-food retail, the broad-based customer and operational success of these
tools is not consistently experienced by retailers despite the functional
advancements and workflow changes. In other words, these technologies
and associated business processes are still yearning for balanced integration
across departments. Balanced integration of business-aligned systems
ensures seamless customer and employee execution at all times. This results
in differentiated customer service that fuels topline revenue, new
customers, and retaining the existing base of customers.
The Extent of Mobile Integration into the Retail Enterprise
Two themes characterize a more integrated mobile commerce environment
today. First, mobile commerce is leading to a wave of integrated business
and technology strategies across marketing, IT, sales, merchandising,
operations, and multi-channel teams. For instance, our 2010 study on the
same topic denoted that 70% of mobile commerce decisions were
emanating from e-commerce or marketing teams. Currently, IT (26%) is
playing a bigger role in mobile decisions along with marketing, sales, and e-
commerce (combined-50%). Operations-related job roles are also more
involved in the selection, implementation, and IT-aligned store
modernization process (24%).
The second theme for mobile commerce is channel-centric. The integration
with online and social channels is gaining momentum as 52% of retailers are
generating greater consumer appeal and brand marketing alignment with
integrated mobile-social-online strategies. The extent of deeper
coordination and collaboration being carried out by these teams and
functional areas include: customer analytics, marketing and sales,
merchandising, order management, fulfillment processes, among others.
The aforementioned areas are the leading job-role and channel integration
pillars related to enterprise-wide mobile. However, as detailed in Figure 1,
companies surveyed by Aberdeen are quickly finding out that a more
uniform approach should include other vital integration and process
alignment pillars such as:
Store-level execution by ensuring mobile-store workflow before,
during, and after the sales experience
Guaranteeing security, device density, and PCI related network
management processes, which ensures that all in-store
requirements are met for network-enabled safe, secure, and
convenient mobile shopping
Omni-channel product information and content management (PIM)
to link product, pricing, merchandising, marketing, order, and supply
chain data across all channels including mobile
Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
Integrated budgeting processes for IT, marketing, merchandising, in-
store execution, data collection, analytics, training and reporting.
The integrated budgeting processes for mobile commerce are
typically led by e-commerce and marketing teams, and supported in
part by IT, store operations, and others. Within apparel and
specialty retail segments, IT has even taken the lead in the budgeting
process.
Two Factors that Continue to Pose a Challenge for
Enterprise-Wide Mobile Commerce
A channel-integrated mobile strategy should be the eventual goal for any
retailer that is following an omni-channel retail strategy. In order to grow
and expand any customer and employee-focused mobile roadmap, ensuring
an enterprise-wide impact of mobile is a must-do for companies. For
instance, retailers such as Cabela's contend that all retailers must establish a
360-degree corporate-wide mobile strategy and collaboration must be the
key operational tenant for all departments such as IT, online commerce,
sales, marketing, merchandising, customer service, store operations, and
others. This collaborative decision-making is providing a more agile
response to the voice of the customer in terms of time to information, and
time to decision within and outside the four walls.
Figure 2: Top Reasons for Not Possessing an Enterprise-Wide
Mobile Initiative

Source: Aberdeen Group, January 2012
However, enterprise-wide strategies are not as easy to mandate or
implement. According to 67% of retailers, the single biggest roadblock in any
omni-channel or mobile commerce program is executive-level buy-in or an
organizational mandate. Retailers depend on such mandates not just for the
budget to grow and expand a channel like mobile, but also to launch specific
enterprise-wide mobile initiatives such as integrating marketing, IT, e-
33%
67%
0% 20% 40% 60% 80%
Lack of implementation resources /
budgetary constraints
Lack of executive level buy-in
Percent of Respondents n=58
"We were overstating the
culture readiness in our stores
when it comes to these
devices. We developed the
best practices, and technically
tablets are very easy to
maintain, however the cultural
transformation needs focus at
all times"
~ Jose Viera, Senior Director,
IT Infrastructure and Support
at Pacific Sunwear
Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
commerce, and operations as well as collaborating with other internal
channel teams and departments (e.g. pricing, merchandising, supply chain
etc.).
Secondly, resources are always a constraining factor, according to 33% of
retailers. For an emerging technology or any omni-channel application
modernization program, funding can come in spurts depending on financial
performance. Often this type of funding gets choked due to inadequate
business justification, change management complexities or lack of a defined
roadmap.
The Key to Successful Enterprise-Wide Mobile
Commerce: Collaboration
When it comes to the deployment, effective execution of mobile
commerce, and related marketing activities, 26% of retailers collaborate at
the most effective and strategic level (level 5 in Figure 3) internally through
integrated marketing, e-commerce, and IT functions. Another 26% of
retailers are ensuring above average collaboration bringing the different
teams together to form one vision and one strategy for mobile commerce.
Meanwhile, 58% of retailers are not well aligned across the key stakeholders
that impact, shape, and execute mobile commerce enterprise-wide.
Figure 3: Current Mobile Commerce Collaboration Rate in Retail

Source: Aberdeen Group, January 2012
Interestingly, business-aligned IT gaps come to the fore when one compares
the varying levels of internal collaboration of retailers. These gaps lead to
mobile campaign inefficiencies, poor execution, and mis-alignment of
resources. When one compares marketing and e-commerce organizations
that ensure the most effective level 5 collaboration versus those that do
not, there is a five-fold difference in reliance and coordination with internal
IT to support and manage mobile channel initiatives. Sonic Drive-In is a
8%
13%
26%
26%
26%
0% 10% 20% 30%
1 (Marketing and IT do not collaborate)
2
3
4
5 (Marketing, e-commerce and IT are
strategic partners)
Percent of Respondents n=58
Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
perfect example of this. At Aberdeen's 2011 Retail Summit, Sonic revealed
that their mobile marketing campaigns could have been more effective had
IT and marketing coordinated at every step in the process.
In fact, our data clearly brings to light the true benefits of cross-
departmental collaboration for mobile success. Firstly, retailers that ensure
that IT, marketing, and e-commerce act as strategic partners, possess a two-
fold advantage when it comes to more balanced distribution of integration
focus that facilitates effective mobile commerce planning and execution (i.e.
customer data gathering, customer analytics, marketing, product information
management, merchandising, and even areas such as budgeting or resource
allocation). Secondly, retailers that ensure that IT, marketing, and e-
commerce act as strategic partners are almost four times as likely to receive
a return on marketing investment compared to those who collaborate at
lower levels (40% versus 11%).
Collaborative and Integrated Capabilities
In order to create an enterprise-wide mobile commerce strategy, retailers
are applying a combination of process, knowledge, and technology
capabilities (Figure 4). Currently, nearly a third of retailers (29%) integrate
product catalog content and data with the mobile channel. More than half
(62%) plan to fulfill this process in the foreseeable future. The key benefit of
this strategy is to achieve consistent product hierarchy from planning to
execution across all channels including mobile. Such integration enables
consistent mobile product display, product information, pricing, promotion,
offer management, order management, and fulfillment. This complies with
the "one view of the brand" mandate of retail executives.
Figure 4: Enterprise-Wide Mobile Retail Capabilities

Source: Aberdeen Group, January 2012
However, the integration of product catalog data is often the most complex
step in the overall mobile and omni-channel integration. According to the
17%
17%
29%
70%
74%
62%
0% 20% 40% 60% 80% 100%
Process for unifying
mobile marketing
capabilities with other
channels of operations
Mobile retailing data is
captured and made
accessible to decision-
makers
Integration of product
catalog content data with
the mobile channel
Percent of Respondents n=58
Current
Planned
"Mobile commerce is helping us
spend more time with our
customers across all channels."
~Simone Pacciarini, CIO-
America, Gucci
Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
January 2012 Omni-Channel Retail Experience report, nearly half (48%) of
retail respondents store their product catalog and customer data on
average between two and five systems. This poses a significant data
integration challenge for IT and business process management teams when
they introduce a new application or a platform.
The second capability relates to mobile commerce data sharing and visibility.
This capability refers to business or customer performance data, and
technology performance monitoring data. Applying business intelligence
logic to e-commerce or physical store systems analytics workflow is an
essential step to creating a methodology for consistent in-time mobile data
delivery and dashboarding. Enhanced mobile commerce insights enterprise-
wide can enable more sustainable and on-going enhancements for omni-
channel customer experience. More than two-thirds (74%) of retailers plan
to use this capability in the near future.
Data from this survey (Figure 5) indicates that currently, three KPIs are
showing considerable promise to demonstrate that mobile commerce can
impact different parts of the retail organization. Marketing, e-commerce, and
IT executives all care about mobile commerce metric improvements that
can further create a roadmap for improvements, and business justification
for continued investments.
Figure 5: Key Mobile Metric (Year-Over-Year) Improvements

Source: Aberdeen Group, January 2012
Retailers eyeing growth and expansion of mobile commerce strategies need
to pay particular attention to measuring, reporting, and collaborating for the
purpose of enhancing mobile average order value, opt-in customers, and
mobile sales transactions. At Aberdeen's 2011 Retail Summit, Pizza Hut
Chief Digital Officer, Baron Concors revealed that their mobile commerce
strategy relies heavily on customer usage, order management, and response
marketing data that is then shared across marketing, IT, and other
departments.
3.9%
8.3%
14.3%
0% 5% 10% 15% 20%
Number of mobile sales transactions
Average order value
Number of opt-in subscribers in
prospect / customer database
Percent of Respondents n=58
Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
The next logical step should be to determine the impact of these metrics on
omni-channel customer experience and customer value, and vice-versa.
According to 50% of retailers surveyed last year's September 2011 report,
Mobile and Tablet Shopping De-Mystified: Adoption & ROI Business Case, the
overall impact on customer satisfaction and profitability are of keen interest
to senior executives in assessing mobile ROI.
Lastly, 70% of retailers plan to integrate mobile marketing with other
channels of operations. This is no surprise as the computing speed,
personalization, and instant customer access benefits of mobile, make this
channel a marketer's dream vehicle. However, even as early stage mobile
commerce strategies pose challenges (i.e. lack of critical mass or low
customer response rates), marketing executives are compelled to cross-
leverage other channels to influence a customer's omni-channel buying
behavior through coordinated marketing and offer management strategies.
Data from Aberdeen's 2011 State of Multi-Channel Retail Marketing report
shows that 42% of retailers standardize operational workflows to manage
campaign creation and execution across all channels.
Technology Enablers
There are no real signs of dramatic shifts in the mobile technology landscape
since we last reported mobile commerce trends in October 2011. It is a
very fragmented landscape of interoperable tools and applications.
Therefore, any mobile commerce deployment may not be a simple plug and
play effort. The silver lining lies in the commercially available all-in-one
mobile commerce platforms that include mobile store, location-based
services, loyalty, payment, and other customer-centric and analytical
reporting capabilities. According to data from March 2011, Customer
Connected Store report, 60% of companies seek all-in-one mobile commerce
platforms in the next two years.
Figure 6: Technology Enablers

Source: Aberdeen Group, March 2011
19%
22%
24%
28%
30%
58%
60%
67%
67%
58%
57%
40%
0% 20% 40% 60% 80% 100%
Location-based services
Mobile web analytics
Content management
Platform specific mobile
applications
SMS Delivery
Mobile web
Percent of Respondents n=58
Current
Planned
Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
There are some sizeable improvements in adoption of modular mobile
commerce applications. Mobile web continues to be the most widely
adopted mobile commerce enabler. Since our last two surveys in 2010 and
2011, mobile web adoption is on an upward trend (37% versus 58%). This is
partly due to the fact that 52% of retailers are currently involved in mobile,
e-commerce, and social integration initiatives.
For leveraging mobile commerce within the physical store (a key current
trend), particular attention needs to be placed on short messaging service
for activating customer accounts, opt-in processes, offer delivery, etc.
Location-based mobile marketing and merchandising services are very likely
to form a big portion of the consumer-focused store localization and
personalized messaging efforts. This includes personalized coupons, sales
events, and other personalized offer management.
A key part of any mobile commerce campaign currently is mobile analytics.
The current mobile analytics applications are providing insights relative to
site visits, conversions, other types of marketing response, and customer
shopping behavior traits. However, the value of mobile analytics becomes
more critical once retailers start to see the deeper cross-leverage of mobile
campaigns within in-store, social online, and e-catalog shopping, as well as
merchandising, marketing, pricing and promotions.
Lastly, one of the certain ways that retailers can create enterprise-wide
mobile commerce is via omni-channel content or product information
management. According to the survey for this report, content management
or PIM is the highest 'plan to deploy' tool in the foreseeable future as PIM
has the unique ability to combine disparate product catalogs, customer data,
and other sources of data on an enterprise-wide basis. As stated in
Aberdeen's February 2012, All-Channel Product Information Management
report, "retailers need to meet the consumers expectations from a product, price,
promotion, and overall experience standpoint. Updated and integrated product
information management (PIM) is key to providing an optimal shopping
experience, regardless of the consumer's channel of choice. In the era of digital
and voice retailing, PIM becomes vital."
While not illustrated in Figure 6, it is worth mentioning that according to
Aberdeen's January 2012 The Mobile Payments Opportunity study, in-store
payment transactions and loyalty programs over a mobile phone device is
the third highest essential mobile shopping component for 40% and 38% of
retailers respectively. Greater in-store ramifications of mobile payments are
very likely due to the intended use of mobile phone wallet, and mobile
phone Near-Field Communication (NFC) aided point-of-sale payment
technology, according to 60% of retailers.
Key Takeaways
Omni-channel and enterprise-wide extensibility of mobile and tablet
initiatives is a key retail imperative. The three most significant challenges for
mobile commerce within and outside the store is attaining a 'critical mass' of
customers, retail localization, and adequate usage scenarios throughout the
Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
retail enterprise for gradual optimization. Mobile can become all-pervasive:
truly customer and employee-centric at each and every critical customer
touch point in a retail enterprise. However, prioritizing collaboration
between marketing, e-commerce, IT, merchandising, store operations, and
other relevant departments is essential for connecting the dots in an
interoperable mobile and tablet commerce ecosystem.
The following are some recommendations that can enable retailers to
develop enterprise-wide mobile commerce plans and enhance existing
strategies:
Identify the culture readiness of stores, and other channels when it
comes to mobile and tablet commerce. Develop the best practices,
and define the cultural transformation needs and focus at all times.
Focus swiftly on taking the omni-channel route which has web, call
center, and e-catalog integration with mobile. Moving towards in-
store and enterprise-wide mobile usage also requires a solid
roadmap for change management and business process alignment.
Start with mobile usage analytics right from the outset. Additionally,
measure customer perception and track mobile lifecycle trends.
Applying the learnings from e-commerce and in-store performance
analytics is a step in the right direction.
Establish a collaborative mobile and tablet commerce team
comprising all key stakeholders from channels, IT, marketing,
merchandising, finance, etc. Set up a specific job role for mobile
commerce planning and execution (i.e. a digital retail executive)
reporting to the chief marketing and technology officers.
Review and revise enterprise-wide mobile and tablet strategies
depending on changes in the omni-channel strategy and, more
importantly, base it on customer expectations.
For more information on this or other research topics, please visit
www.aberdeen.com.










Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897

















Related Research
The Instant Power of All-Channel Product
Information Management: Increase Sales
and Competitiveness; February 2012
The 2012 Omni-Channel Retail
Experience; January 2012
The Mobile Payment Opportunity: Get
Paid Anytime Anywhere; January 2012
The 2012 Self-Service Hand-Book: The
Empowered Consumer; January 2012
Digital Gift Cards: A Growing Trend with
Mobile and Social as the New Frontiers;
January 2012
Author: Sahir Anand, Vice President and Group Director, Retail and Consumer
Markets (sahir.anand@aberdeen.com)
For more than two decades, Aberdeen's research has been helping corporations worldwide become Best-in-Class.
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information, visit Aberdeen http://www.aberdeen.com or call (617) 854-5200, or to learn more about Harte-Hanks, call
(800) 456-9748 or go to http://www.harte-hanks.com.
This document is the result of primary research performed by Aberdeen Group. Aberdeen Group's methodologies
provide for objective fact-based research and represent the best analysis available at the time of publication. Unless
otherwise noted, the entire contents of this publication are copyrighted by Aberdeen Group, Inc. and may not be
reproduced, distributed, archived, or transmitted in any form or by any means without prior written consent by
Aberdeen Group, Inc. (2012)
Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
www.aberdeen.com Fax: 617 723 7897
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Elevating Mobile Commerce as an Enterprise-Wide Strategy
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2012 Aberdeen Group. Telephone: 617 854 5200
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