QuickMobile works with meeting owners and organizers to develop fully branded mobile apps for meetings that serve as catalysts for year round conversations with constituents. QuickMobile Mobile Event 2.0 solutions create always-on communications channels that allow event owners to extend brand and interaction with customers, partners, stakeholders and employees beyond the days and locations of an event. By fully leveraging the capabilities of mobile technology, QuickMobile helps customers increase meeting engagement, extend strategic planning, improve branding, and drive sales and marketing while making communications more effective and sustainable.
Missing: QuickMobile's Product Demo & Case Studies
Promote your product offering to tech buyers.
Reach 1000s of buyers who use CB Insights to identify vendors, demo products, and make purchasing decisions.
Missing: QuickMobile's Product & Differentiators
Don’t let your products get skipped. Buyers use our vendor rankings to shortlist companies and drive requests for proposals (RFPs).
QuickMobile has filed 1 patent.
Social networking services, Mobile applications, Geolocation, Geosocial networking, Global Positioning System
Social networking services, Mobile applications, Geolocation, Geosocial networking, Global Positioning System
Latest QuickMobile News
Feb 5, 2020
Craig Brennan, CEO Craig Brennan joined Switchfly as CEO in January 2019 afterspending more than 25 years as an executive at SaaS and enterprise softwarecompanies including Brio Software, Overtone, QuickMobile and Oracle. Switchfly provides loyalty, dynamic packaging and othersolutions for airlines, financial services companies, hotels and other travel brands to drive incremental revenue, maximize conversationrates and increase engagement. Let’s start with afundamental question - is brand loyalty in travel slowly dying? With online travel agencies and all the different ways that consumers booktravel nowadays, travel has become more of a commodity for brands, so consumerfidelity to specific brands is challenging. In the past decade, carriers have seen a decline in directbookings and an increase in booking with online travel agencies – but it’s not permanent.Airlines and companies like Marriott are coming back really strong with digitalprograms to achieve solid brand differentiation, so consumers will go directlyto them versus the more commoditized approach of booking with OTAs. If a travel company is not proactively managing their brandand building out their digital capabilities to own their customers, then travelbrands will be commoditized. What we’re experiencing now is that travel brandsare coming to us, and we are helping them build their direct capabilities andtake more ownership in those direct customer relationships. Company How does loyalty in 2020 look different than it did in 2000? Travelers have the ability to leverage both cash and points, and to combinethem, so they can optimize both points and dollars - that is a major, positivedifference. Today’s loyalty programs are far more sophisticated, and they havemore personalization in terms of tracking and helping passengers understandwhat it takes to achieve certain levels in the loyalty program. The Switchfly platform delivers the ability to connect andtreat your most loyal customers in a differentiated way. Communication and theability to differentiate is far superior today, and there is also therecognition factor. Today we have the ability to tailor packages to the needsof the consumer and recognize their loyalty in meaningful ways. Brands couldnot do that 20 years ago. So the biggest differences between 2020 and 2000 is the abilityto differentiate the individual by loyalty status and then offer them addedincentives or special recognition for that loyalty. What are some of the biggest mistakes you see brands makingin their loyalty strategies? I’ve actually experienced this - the value of loyalty points, and accessibilityto take advantage of the points, has definitely diminished with certainairlines. If you want to use your points to fly to Europe on some airlines,it’s almost impossible because only 3% of the seats are available. Forother airlines, it’s maybe 25%. Consumers earn the points with their loyalty, but it’sreally hard to take advantage of them. There is also a devaluation of loyaltypoints. Airlines, probably in an effort to achieve better economics, are tryingto adjust the value and accessibility of loyalty points. I think we need to bevery careful in how we adjust without upsetting our most loyal customerexpectations. Communication is key. We need to do a better job of proactivelycommunicating with top‐tier loyalty members when these changes are coming downthe pipeline. How are younger generations - millennials and Gen Z -impacting the design of loyalty programs? Different generations have different priorities for their booking experience. Millennialsand Gen Z don’t want one‐size‐fits‐all rewards that do not fit their lifestyleor travel behaviors. This demographic recognizes the value of loyalty programs,but relevancy and flexibility are essential for them. I recently read a studythat said 28% of millennials and 30% of Gen Z rank tailored travel packages andthe ability to pay with points‐plus‐cash as the most important aspects ofbooking travel, with mobile capabilities as a close third. Millennials and Gen Z prioritize experiences over stuff. Asdigital natives, they are 85% more likely to post pictures on social media oftheir trips, meals and accommodations than previous generations. They really crave personalized recommendations, so airlinesthat can deliver relevant points‐plus‐cash travel packages will capture thesetravelers. How is technology such as artificial intelligencechanging what can be offered through loyalty programs? We are at the infancy of leveraging AI to help drive relevancy andpersonalization. When the technology is fully developed, we will be able toeasily identify travel patterns across different levels of loyalty programs,like patterns at different times of year, or to optimize the value fordifferent consumer segments. Once implemented, AI will recognize patterns over tens ofthousands, even millions, of consumers and loyalty members. We will be able tofind new patterns around loyalty where it may be more cost effective to offertailored packages to different demographics. It’s not here yet, but it is coming- it’s clearly coming. What are your thoughts on the relationship between revenuemanagement and loyalty strategies? Airlines are always trying to maximize revenue. Loyalty has to balance makinggreat offers in a differentiated program to benefit consumers and achieving thetravel brand’s objectives with growing overall revenues. You haven't signed up for our daily bulletin?! Subscribe to the PhocusWire newsletter below Submit This is the balancing act: how, when and where consumersuse the points, which incentives, in terms of loyalty upgrades like going fromcoach to coach premium, or for higher point members, going from business tofirst class. There are a variety of strategies to optimize the customerexperience and loyalty while simultaneously maximizing the revenue for theairline. Serving the customer is absolutely keyed in with revenueenhancement; they can’t be separated. Ithink one of the most crucial ways that airlines can optimize their loyaltyprogram is around points‐to-cash, cash‐to‐points. That scalability is arelatively new feature in the industry, but being able to have not just cash,or not just points - but the ability for travelers to determine how they willspend their points and cash, and the framework from a travel brand to optimizetheir revenue as consumers optimize their cash‐to‐point ratio - that’s the bestof both worlds. If you were starting a new airline or hotel, what would be the top two or three things you’d do to build brand loyalty? You absolutely have to have a differentiated brand - you have to know thatyou’re going after a very clear consumer segment. Make sure you havedifferentiated your offering in the marketplace, then build brand loyaltyholistically, after you have carefully thought through all of the criticaltouch points between the brand and the consumer. It’s imperative to make sure that the loyalty program isbuilt to reward those things that matter the most to your customers; that iswhere your value lies. In December, Switchfly announced its partnership withJapan Airlines to provide custom packages for people coming to Tokyo for theOlympics. Can a one‐time event such as this provide an effective way for abrand to establish long‐term loyalty? Japan Airlines didn’t partner with Switchfly just to take advantage of aone‐time event ‐ this is a long-term relationship. However, it is absolutely afantastic opportunity to launch the program! When you have millions of visitorsgoing to Tokyo and to Japan, and Japan Airlines is the premier airline, this is a greatopportunity to let travelers know that when they book the airline for their flight,they can take advantage of some really great packages. The timing of the Olympics is a huge launching pad for theprogram - but it’s not the end‐all. They never thought of it that way, andneither did we, but we certainly wanted to make sure that it was launched intime to take advantage of this natural opportunity. Looking ahead, how might loyalty look different in 10 years? If you look at where technology is going, the next level is comprehensiveinteraction. With the advent of AI capabilities, the capacity to capture andstore historical data, the power to perform real‐time analysis and real-timetracking – fingers‐on‐the‐pulse loyalty is going to be there. Travel is going to be such a different experience than it istoday, because of mobility, 5G, AI, all of the innovative, emerging disruptivetechnology and the platforms that make it accessible to airlines. The contextualized ability to interact with your most loyalcustomers is key. We will have to balance the technology with data securityand privacy, but I would say that for travelers who opt‐in to these programs,we are going to be able to take care of them in ways that we have never beenable to before. You came to Switchfly about a year ago after more than 25years at a variety of tech companies, including Brio Software, QuickMobile andOracle. What did you learn in those prior jobs that has influenced your role asSwitchfly CEO? This is something I’ve been wanting to evangelize: Every industry that I’veworked in prior to the travel industry has been large, sophisticated brands. Theythink they want customized technology to differentiate themselves from theircompetitors. But the problem with that is the cost and complexity tofirst build, and then maintain it. I think one of the most crucial ways that airlines can optimize their loyalty program is around points‐to-cash, cash‐to‐points. Craig Brennan - Switchfly Share this quote When you add innovation on top of it, it’sa losing proposition. What consumers and companies really want is to work withproviders that can deliver an innovation engine. They want an innovation enginein this new SaaS environment because everybody is moving toward SaaS as abusiness model. What they really should be focusing on is the ability toinnovate and to adopt innovations versus wanting to own and maintain a highlycustomized, one‐off technology. Technology moves way too fast, in terms of itsarchitecture and its capabilities, so it makes sense that one individualcompany does not have the capacity to afford to do that or the insights gainedacross a community platform. Switchfly focuses on driving revenue and making sure that wehave built an innovation engine to continually deliver new features andfunctionalities. This helps achieve the brand’s goal, which is to build theirrevenue and deepen their customer loyalty. As far as configuration, you can configure and differentiatewithout the product necessarily be custom, so configuration and integration arenot really complex, once the innovation engine is in place. What are your priorities for Switchfly in the next fiveyears? We want to continue to be the leading travel e-commerce platform on a globalbasis. Our strategy is to deliver powerful and flexible travel booking andloyalty solutions that allow our clients to optimally engage with theircustomers. We also offer targeting and promotion solutions which can be used tostimulate engagement with loyalty programs, based on profile attributes likepreferences, points balance and redemption history. Our points‐plus‐cash payment option allows loyalty membersto subsidize the cost of a full vacation package with points, which increasesthe value to the traveler, and at the same time, grows share of wallet for thebrand. Our goal is to continue to build our innovation engines andto be able to offer rapid and distinctive revenue generating capabilities tohelp our brands grow. Our priorities are finding and optimizing every revenuegenerating opportunity for our customers - that brings immediate value. What advice do you have for people just beginning theircareers in the travel industry? Passion for travel is essential. I’ve traveled to 66 countries, so fromexperience I can say that a passion for travel is important, because you canunderstand and empathize better with consumers, as well as people in theindustry. There are great benefits to understanding brand influenceand to participate in end‐to‐end travel experiences. American Express is a goodexample of the door‐to‐door experience, because their cardholders book flights,hotels, cars, activities - everything is going on the card and earning points,because Amex has that insight. And it’s the same for MasterCard. It’s important to understand the collection and use of dataand dynamic packaging – flights, car rentals, activities and ground services.The industry is leaning toward more comprehensive, yet less complex, travelexperiences, so, if you are just starting your career it would be beneficialfor you to work for an airline for two or three years, then a hotel, so you canget first‐hand experience in different aspects of the travel business. Finally, I would say, you want to be very analytical. Eventhough this is an extremely high-touch industry, a very experiential industry,everything is moving toward data‐data‐data and analytics/analytical insights. More from our In The Big Chair series... PhocusWire talks to leaders across the digital travel landscape.
QuickMobile Frequently Asked Questions (FAQ)
When was QuickMobile founded?
QuickMobile was founded in 2006.
Where is QuickMobile's headquarters?
QuickMobile's headquarters is located at #2600–1177 West Hastings St, Vancouver.
What is QuickMobile's latest funding round?
QuickMobile's latest funding round is Acquired.
How much did QuickMobile raise?
QuickMobile raised a total of $8.8M.
Who are the investors of QuickMobile?
Investors of QuickMobile include Cvent, TIMIA Capital, BDC Venture Capital and Vancity.
Discover the right solution for your team
The CB Insights tech market intelligence platform analyzes millions of data points on vendors, products, partnerships, and patents to help your team find their next technology solution.