Understanding the M-Commerce Target Audience January 17, 2001

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Understanding the M-Commerce Target
AudienceJanuary 17, 2001
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Table of Contents

• Purpose
• Section I Who makes technology decisions and how
  are they made?
• Section II Part I Technology target audience
  insights
• Section II Part II Communicating with the
  technology target
• Section III Wireless specific insights

3
Purpose

• Provide an overview of those involved in
  technology decisions and insight into their
  mindset.
• Define roles in the process as well as challenges
  and concerns
• Provide the clearest definition possible
  regarding insights into Mobilocitys target
  audience and their behavior.
• This will come from
• Existing work LBTG has done
• Additional secondary sources we have (analyst
  studies, white papers, articles, industry
  contacts, etc.)
• Media-provided market and target audience studies
  including syndicated research such as
  Intelliquest.

4
Approach to Target Audience Definition
Who and How
Tech Business Groups
Technology Decision Process
CxO
Insights
IT
What Do We Know About Them?
LOB
Wireless
5
Section I

• Who Makes Technology Decisions and How are They
  Made?

6
Technology Decision Makers and Process

• Technology decisions are now business decisions
• IT and business collaborate on a strategic level
• Decision process involves multiple titles
• Each title is involved at different stages in the
  process
• Each title has different goals and need states

7
Involvement Who Does What When?
90 80 70 60 50 40 30 20 10 0
IT
Tech InvolvedCorporate Mgmt.
Involved
Tech InvolvedLine of Business
Determining Setting Creation Technical Specifying
/ Recommending Final Needs Business Info
Sys Evaluation Selecting Acquisitions Approval
for Goals, Budget Strategies or
Specs Brands/Vendors Acquisitions
Base Total Study
Simmons CompPro VII - 1999
8
Involvement Who Does What When?
RFP Vendor Select.
Contract Proposal Review
Participate in negotiation
Define Scope
Final Selection
Initiate
38.3 61.7 61.7 6.4 12.8 6.4 6.4
72.9 14.6 20.8 6.3 18.8 35.4 31.3
57.4 23.4 38.3 12.8 38.3 48.9 42.6
58.3 4.2 35.4 27.1 33.3 45.8 52.1
70.0 32.5 45.5 15 30.0 37.5 22.5
46.8 19.1 57.4 38.3 19.1 27.7 6.4
CIO CEO/COO CFO Purchasing Manager Business
Unit Manger 3rd Party Consultant IT Manager
Source 1998 The Gartner Group
9
Decision Process Convergence of Business and IT

• IS strategy and business strategy are no longer
  extricable from one another.
• Technology strategy is now a driving force behind
  a business' competitive strategy.
• Companies are demanding that IT projects produce
  bigger returns and deliver a clear competitive
  advantage.
• Essentially, IT is viewed as a means to
  increasing a business' bottom line profits.
• Increased role of IT has raised the profile of IT
  and increased the willingness to invest in IT
  projects in US businesses today.

Source IDC
10
Decision Process A Team Approach

• Titles with specialized areas of expertise, are
  involved in the purchase process CIO's, IS
  Management, IS/Network Staff, Business
  Executives, Department Managers, and End Users
• Technological business groups have emerged to
  facilitate the integration of business strategy
  and IT decisions
• CIOs operate as liaisons between IS and business
  departments on a strategic level
• Business managers with technical expertise serve
  as liaisons on a functional level

Source IDC
11
Decision Process Goals Drive Strategy

• IT and business collaborate on a strategic level
• Purchase process involves different groups at
  different stages in a typical enterprise-wide
  project
• The process starts at the top with business
  goals, which drive the business strategy. It is
  the business strategy which drives the IT, or
  technology strategy
• The technology strategy in turn drives the
  product strategy

Source IDC
12
Decision Process Stages of Strategy

• Business strategy is based on a project decision
  that has an effect on the entire business.
• Criteria is ROI, or how much the technology will
  benefit the company and is collaborative
• IT strategy is based on core technology decisions
  (types of software, hardware, operating systems,
  etc. needed).
• Strategy based on making the right choice looking
  into the near future.
• Here, process begins shifting toward the
  middle-level IS and business management types and
  to specialized analysts, as it is a very
  consultative process.

13
Decision Process Stages of Strategy

• Product strategy is based on individual products,
  such as desktop PCs
• Based on traditional criteria like reliability
  and performance.
• Little interest in this stage by those involved
  in the more strategic phases
• It is a very centralized phase within IS
  staff-level personnel, which will then pass along
  recommendations to the middle management

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Decision Process Stages of Strategy
Source IDC
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Decision Process Decision Maker Involvement

• The decision makers involved differ at each
  stage.
• Project decision is highly collaborative, and
  involves the widest range of decision-makers from
  Senior-level/CXOs on down to user input on
  functionality
• Core technology decision on the other hand is
  consultative and involves middle management-level
  personnel from both IS and Business
• Product decision is very centralized, and
  involves the IS staff testing products to report
  back to the management level

Process
Decision Makers
Decision
CxO, LOB, IS/Networking, User Input
Collaborative
Project
Core Technology
IS, Networking, LOB
Consultative
IS, Networking, IS Staff
Products
Centralized
Source IDC
16
Decision Process Decision Types

• Four types of decisions are associated with each
  IT purchase.
• Strategic, Technical, Functional, Financial
• Decisions are made by an individual person, or
  several groups may collaborate on one type of
  decision.
• Strategic decisions are high-level business
  decisions made by examining how well the project
  fits in with the overall strategy, and whether it
  will forward the business.
• Technical decisions are mainly spec-driven. Brand
  and model specifications are examples.
• Functional decisions are those which determine
  how the product is going to work, or will it do
  what it's designed to do.
• Financial decisions are driven by budgetary
  concerns.

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Decision Process Implications and Conclusions

• Communication must be to the technology buying
  group
• Communication must speak to the end benefit which
  is a business benefit that addresses a business
  strategy
• Business benefit must be supported by core
  technology choices/decisions and product benefits
• Marcom programs must be designed to address the
  mindset of each technology decision team at each
  point in the decision making process

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Section II Part I

• Technology Target Audience Insights

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Review of Target Title Insights
Target Titles
Role
CxO
Initiator/Approver
IT Director/VP
Decision Maker
LOB Project Mgr, Dept. Head
Implementer/User
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CxO Title Insights and Statements

• CEO
• CFO
• CIO
• IT
• LOB

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CxOs in General Adjusting to Change

• Lets talk about speed. It took 38 years for 50
  million US users to get radio. It has taken four
  years for 50 million US users to get on the Web.
  
• This rate of change, this speed, is phenomenal.
  It means that senior executives no longer need to
  - and simply cannot - act with certainty.
  Instead, they must make decisions quickly and try
  to be directionally correct. They have to learn
  to say, You know what, Im not certain precisely
  what our end point is, but I believe were headed
  in the right direction. So lets go.
• Learning to be directionally rather than
  certainly correct means they have to develop an
  exit strategy. Were moving, I think in the
  right direction - but I could be wrong. And if I
  am, we have to figure out the consequences and
  how to resolve them.
• Source Inside the Mind of the CEO The 2000
  Global CEO Survey, PriceWaterhouseCoopers

22
CxO A Day in the Life

• CXO
• Busy, hectic
• Ill give anyone 60 seconds (but thats it
  unless you interest me)
• Always putting out fires (sound familiar?) This
  often diverts them from a focus on long-range
  planning
• Usually have the final say in software decisions
• Feel that their role within their company is
  changing.

23
Chief Executive Officer
24
CEOs Pioneers of the Virtual Frontier

• CEOs are globally upbeat about growth and
  prospects for their companies over the next three
  years
• North American CEOs by far most bullish with 42
  reported as extremely optimistic
• Have been treated well by domestic and global
  economy in recent years
• Very American characteristic to be excited at
  the prospect of new challenges in the spirit of
  the original pioneers and the West
• Drivers of companies entry into the e-economy
• Its at their request that companies begin their
  move online
• Appoint a committee usually consisting of CFO and
  CIO rely on their due diligence

Source Inside the Mind of the CEO The 2000
Global CEO Survey, PriceWaterhouseCoopers
Online Focus Groups, 2/00
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CEOs Teaching an old dog new tricks

• E-business means that CEOs must learn
• fundamental new ways of thinking.

Source Inside the Mind of the CEO The 2000
Global CEO Survey, PriceWaterhouseCoopers
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CEOs Agents of Change

• Change is a leadership challenge... What counts
  is passionate, purposeful change. The reason
  successful small companies change is that, for
  their leaders, the locus of change is not in
  their heads but in their hearts. They change by
  making their dreams come true. CEOs of large
  organizations too often dictate change like
  dispassionate generals. You can't command change
  it needs to be experienced.
• People will change only if they know why their
  lives will improve and how they can contribute to
  making a difference.
• Source Letters to the Editor, Fast Company
  4/97

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CEO Concerns

• Our future depends on nothing less than
  transforming our company into a full-fledged
  E-business. Now.
• Transform traditional business model online
• Brick to Click
• Time-to-market
• Embrace change minimize risk
• Recognize, seize and respond to new business
  opportunities
• What is the competition doing?
• How can I do it better and faster?
• Source The Secrets of Their Success Fast
  Company 7/97 What Every CEO Needs to Know,
  BusinessWeek, 3/99

28
CEO Speaking Their Language

• You can change your companys business model
  without changing your company.

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Chief Financial Officer
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CFO A Growing Role

• Traditional role of CFO as financial mechanic
  is changing
• CEOs want finance chiefs who can fill a multitude
  of roles confidant, champion, communicator,
  creator of value
• In 1994, CFO magazines survey of what CEOs
  wanted in a CFO, strategic vision was just
  beginning to emerge. In the 1999 survey, it was
  a routine requirement.

Source What CEOs Want ,CFO Magazine, 7/99
31
CFO A CEOs Best Friend

• Because of the growing role CFOs are playing,
  their relationship with the CEO is incredibly
  strong and personal
• CEOs will almost always overlook experience and
  credentials for that strong, trusting personal
  relationship...basic personality will make or
  break a deal
• 53 of CEOs claim their CFO as their main
  professional confidant
• 92 of CEOs claim they rarely have have serious
  disagreements with their CFO
• 48 of CEOs say their CFO regularly changes their
  mind in an argument

Source What CEOs Want, CFO Magazine, 7/99
One-on-one interview, 3/00
32
CFOs So, What?

• CFOs are becoming primary decision-makers in
  transforming organizations vision into action

Important title for for high technology companies
33
CFO Concerns

• Wouldn't you like less errors, less management,
  less supervision, lower costs, better service,
  faster turn around, bigger savings...all because
  of e-commerce?

Message posted on CFO Discussion Group CFOnet.com
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CFO Needs

• I would prefer a consultant that has real
  world experience, working within a corporation,
  dealing with the day to day problems facing
  issues such as market share, pricing pressures,
  staffing, corporate structure and culture as well
  as the special needs of an owner, entrepreneur
  or the board of directors of a publicly held
  corporation.

Message posted on CFO Discussion Group CFOnet.com
35
CFO Speaking Their Language

• You can decrease risks and unnecessary resources
  while increasing profitability, with a business
  partner youd be proud to introduce to your CEO.

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Chief Information Officer
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CIOs From Techies to Executives

• CIOs are becoming widely recognized as key
  executives in many major corporations.... That's
  a big change from when I entered the field...Over
  the last 5 to 10 years, we've seen business
  people learning how to harvest business
  benefits from IT and IT people learning how to
  talk with their business peers-and, in the
  process, becoming business leaders

Pat Wellington Former CIO, Xerox CIO, 4/99
38
CIOs From Techies to Executives

• Much like the evolution of the CFO role, the CIO
  is not just a supporting actor anymore
• CIOs are leading their organizations to new ways
  of doing business enabled by IT
• CIOs are in a unique position to understand the
  business from an enterprise-wide perspective
  beginning to capitalize on that vantage point to
  become a business partner to CEOs
• 70 of CIOs report that they are now part of
  their company's executive committee and are
  expected to make contributions on business as
  well as technology issues

Source Perspective Report, CIO.com CIOs Rise
from Crisis to Confidence, CIO Magazine, 1/00
39
CIOs From Techies to Executives

• I used to spend 90 of my time on IT stuff.
  Today I probably spend 80 of my time on
  corporate business projects.

Source E.P. Rogers, CIO of The Money Group
40
CIOs From Techies to Executives

• Profile of typical CIO is evolving from
  gray-haired technical specialist to modern day
  whiz kid
• CIO positions are being filled by professionals
  younger than 40 not surprising as current trends
  such as the rapid pace of technology favor
  younger workers
• Position increasingly seen as a steppingstone to
  CEO therefore more attractive to those who aspire
  to be a part of the business strategy
• This younger CIO perceive themselves to be
  general business managers who employ technology
  to reduce complexity, cut costs and enable better
  collaboration and communication
• As true agents of change, need to take risks and
  have a skill set not typical to IT strategic
  thinkers, creative, leaders, value
  relationship-building between IT/IS and senior
  executives

Source Perspective Report Profiles, CIO.com
41
CIO Concerns

• CIOs face a...challenge They scan the
  inventions of the day and decide which have the
  potential to shape their businesses' future and
  which will never meet the inventors'
  expectations.
• Smart CIOs should be thinking about how the
  ability to stay in constant contact with
  employees, partners and customers can change
  their business models and open up new
  opportunities

Source Stormy Weather, CIO 1/00 Source Online
groups 2/2000 and One-on-ones, 3/2000
42
CIO Concerns

• How soon will we have to upgrade?
• Managing competing demands for limited resources
• Time-to-market
• Budget constraints
• Fire fighting vs. focus on long-term goals
• Integration
• Flexibility
• Source Stormy Weather, CIO 1/00

43
CIO Speaking Their Language

• Company X will help you capitalize on the
  opportunities of the New Economy - and have
  plenty of time left to fire fight.

44
IT Managers
45
IT Titles A Day in the Life

• Everyone feels pressured- too busy, too little
  time to do everything.
• Always putting out fires.
• Need to be reachable 24/7- most wear beepers
• Like juggling multiple products
• Workaholics they love their job, live it 24/7.
• Hate the long hours, but love accomplishing
  things.
• Things change constantly- this makes for a
  stimulating environment.
• Very goal-oriented- they want to win or at
  least persevere over technology.
• They are passionate about that they do.

46
IT Manager Concerns

• More skeptical of software claims- they have more
  to lose by making the wrong decision (their job)
• 1 benefit- Wants software that can pinpoint
  problem, report and take pre-emptive action- but
  needs proof this is believable
• Customer service very important
• Security also an issue
• Need to prevent downtime- fix the yellow light
  before it turns red
• If X product can do everything it says, it will
  blow the doors off the industry- but can I
  afford it?

47
IT Manager Concerns

• More willing to try and review new ideas
• Security is a big issue
• 1 benefit- Want software that can pinpoint
  problem, report and take pre-emptive action
• Out-of-box integration important
• Need to prove product benefits, attributes
  through facts and referrals
• Prove it, prove it, prove it!

48
IT Speaking Their Language

• Our solution will integrate seamlessly with your
  IT infrastructure, streamline your network,
  lessen down time and make you look like a hero.

49
Line of Business
50
Target Audience Insights

• Line of Business Managers are
• Concerned with the efficiency and effectiveness
  of their departments performance within the
  overall organization
• They are looking for solutions that will relieve
  the daily headaches and roadblocks they face
• They are searching for ways to take their
  department into a leadership role within the
  organization
• They want simplification of function.ease of
  use
• Frustrated that they sometimes can not move as
  quickly as theyd like in the direction of a
  technology solution

51
LOB Speaking Their Language

• We can remove the obstacles to departmental
  effectiveness, improve your performance in the
  corporation, and allow for increased success in
  the eyes of your management.

52
Target Title Conclusions

• CxOs want a solution to a business issue. They
  do not care about product or product category
  solutions. (I have a sales problem NOT I have
  a wireless access problem)
• CxOs need a solid ROI and business benefit story
• IT needs proof that a particular solution will
  enhance their IT infrastructure.
• Business Managers want solutions that make their
  job easier and support their departments
  performance. Remove headaches and roadblocks to
  success.
• Again, marcom must address individual need states
  and communicate relevant benefits.

53
Section II Part II

• Communicating with the Technology Target

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Most Trusted Sources of Information

• CxOs
• Internet
• Colleagues
• Publications
• (New York Times, Wall Street Journal

• IT/Network Managers
• Internet
• (ZDNet, Yahoo, Manufacturer Web sites)
• Gartner, Meta Group
• Colleagues
• Magazine reviews

IT Managers look more to research for
information, while CXOs look to colleagues and
news publications.
55
Most Effective Ways to Communicate Information
(in order of preference)

• IT/Network Managers
• 1. Product reviews by experts
• 2. VAR/partner visits
• 3. Vendor-sponsored introductory
• seminars
• 4. Company Web sites
• 5. Trade shows

CxOs 1. Trade shows/ vendor- sponsored
introductory seminars 2. E-mail/e-mail
newsletters 3. Product reviews by experts
While e-mail scored well with CxOs, it ranked at
the bottom of the list with IT Managers.
56
What Magazines Do They Read?

• CXOs
• Information Week
• Wall Street Journal
• Computer World
• Fortune
• CIO

• IT/Network Managers
• Information Week
• Wall Street Journal
• E Week (formerly PC Week)
• Business Week
• Network World
• Infoworld
• Also read Popular Science, National Geographic,
  Scientific American

57
Frequently Visited Web Sites for Business and
Pleasure

• IT/Network Managers
• ZDNet
• Yahoo News
• MSNBC
• Oracle
• Gartner

• CxOs
• Change!!!!!!!
• Yahoo
• MSN
• CNN
• Shopper.com

Although there are similarities, IT Managers
visit more research oriented sites, while CxOs
opt for news sites.
58
Favorite TV Programs

• IT/Network Managers
• ABC, NBC and CBS News
• CNN
• 20/20
• Discovery Channel
• History Channel
• X-Files
• Some sports

• CXOs
• ER
• Wall Street Week
• Frasier
• SportsCenter
• The Practice

All in all, IT Managers tend to prefer more
serious, intellectual programming than the CxOs.
59
Off Time Activities Fly me away to . . .

• Both IT Managers and CXOs listed remote, quiet
  places as an ideal vacation destination.
• Caribbean
• Aruba
• Tahiti
• Hawaii
• West Indies
• Australia
• Want to get away from everything- really rest.
• I dont want work to be able to bug me.

60
Section III

• Wireless Specific Insights

61
Target Viewpoints on Wireless
62
Wireless Viewpoints

• Consultants View
• start seeing CIOs take a look at wireless as a
  delivery channel to the customers
• Banking, Finance, location-based services,
  advertising and impulse purchases will be the
  first to use m-commerce
• IT managers need to step back and evaluate how
  important it is to get wireless access to their
  customers now.

Source Kelly Quinn, Aberdeen senior research
analysts

• This field is for the brave, for early adopters

Source Kenneth Kleinberg, Gartner Research
Director
63
Wireless Viewpoints

• Consultants View on Usage
• The fact is, people will only take up these
  products (wireless apps) when there is a real
  reason to do so. If youre a business user, you
  need to check email. A salesperson needs to place
  orders. The market is not going up to a Coke
  machine and buying a Coke

Source Jack Gold, Meta Group President
64
Wireless Viewpoints

• Managements View
• Wireless is the second coming of the Internet
• If you dont have a wireless offering, I dont
  believe you can compete in financial services
• Wireless will contribute to corporate Revenue

Source Joseph Ferra, VP Fidelity Online
Brokerage
65
Wireless Viewpoints

• Vertical Market View Medical
• The medical community tends to be very cautious
  of new technologies
• We feel it is important to determine whether a
  new product really provides any benefits and if
  those benefits are worth the cost

Source Bruce Elkington, CIO of Overlake Hospital
Medical Center
66
Wireless Viewpoints

• IT Management View
• You cant have the same end-to end secure pipes
  in the wireless world. Thats whats different.
  Thats what keeps us up at night.
• Internal wireless expertise is lacking

Source Ian Hunneybell, Internet Strategy and
Security Team with Egg Englands largest online
bank
67
Inside the minds of Wireless Initiators A
review of Executive Survey Findings
Summary Report Key Findings, Isurus, 9/19/00
68
Who We Talked To

• Organizations that have already adopted a mobile
  commerce solution or are planning to do so within
  18 months
• Companies/divisions of companies culled from a
  DB list to represent Fortune 1000
  corporations, leading .coms tech co.s having
  75 million or more in annual revenue
• Vertical market segments
• Education
• Financial Services/Insurance
• Healthcare
• Media/Entertainment
• Retail
• Travel Leisure
• Transportation/Warehousing

69
Who We Talked To

• Respondents play a critical role in the
  organizations decision to bring in new
  technologies such as CRM, e-commerce, and
  knowledge management
• 100 IT and non-IT titles are represented,
  including Director of Marketing, VP of
  e-business, CIO, VP of IS, Director of IT, VP
  Operations, and CEO

70
The Question
The Survey was designed to get a feel for the
inclination of prospective Wireless Initiators to
work with consultants toward the realization of
their mobile commerce vision versus other
approaches, and the behavior around that
inclination.
Mobile commerce was defined as using
wireless networks to conduct transactions, access
information and communicate through various
wireless devices
71
Focus on Future Mobile Users
Financial services companies make up the bulk of
Future Users
N52
72
Focus on Future Mobile Users

• Technology Consumption, generally
• 75 of Future Mobile Users use technology to
  enhance existing business models rather than to
  create new revenue streams
• 75 will wait for proof that a technology
  works before bringing it into their organization
• Although, a very recent CMP Mobile Commerce
  Agenda Study found that IT management is
  beginning to risk moving ahead with wireless
  implementations rather than having their
  stockholders see waiting as a missed opportunity
• The majority have implemented e-commerce
  solutions, while any are also planning to
  implement other technology solutions such as KM
  CRM

73
Focus on Future Mobile Users
Primary Drivers of Mobile Commerce, specifically
74
Focus on Future Mobile Users

• Use of a Consultant
• 82 plan to use some type of consultant in the
  implementation of their wireless solution
  because
• Vendor Evaluation Criteria

75
Focus on Future Mobile Users

• Use of a Consultant
• However, 37 cited specialized mobile commerce
  firms as the vendor they would be most likely to
  turn to for assistance
• Vendor Evaluation Criteria

Versus local SI/VAR, business consultant,
hardware provider, or specialized internet
consulting firm
76
Focus on Future Mobile Users

• Therefore, one conclusion which may be drawn from
  the Survey is that specialized mobile consulting
  firms, such as Mobilocity, are perceived as
  lacking in PROVEN expertise (although they may be
  seen as having expertise), established reputation
  and solid partnerships.
• Whether or not this is an accurate assessment, it
  affords a key insight into the target audience
  with regard to crafting messaging.

77
Wireless Implementer Demographics
78
Wireless Implementer Demographics

• Intelliquest provides this profile of those
  individuals charged with having
  installed/planning to install wireless LAN
  technology
• 77 Male
• 1000 employees in company
• Average age 40
• Average income 85,000
• College educated
• Activities
• Aerobics/Weightlifting
• Bicycling
• Fitness Walking/Running
• Swimming
• CxO titles index high in purchase involvement
• IT/CIO index high in having or planning to
  install wireless LAN technology

Source 2000 Intelliquest Study
79
CMP Mobile Commerce Agenda

• A study done by CIC Research among 375 IT
  professionals in five industries and across all
  revenue sizes

80
Primary Findings

• A study done in December 2000 by Information
  Week
• Most popular wireless applications deployed are
  the basics corporate email (65), intranet
  access (58)
• Next tier implementations will extend the
  enterprise further e-newsletters (51), order
  status (49), web site access (48),
  customer/database profile access (42)
• Organizations who realize mobile commerce will
  contribute to sales revenue are much more
  aggressively adopting wireless applications.
• Once infrastructure is in place, two thirds of
  users are stated to be non-employees (customers,
  suppliers, partners)

Source CMP/Information Week Mobile Commerce
Agenda Report, December 2000
81
Primary Findings

• A study done in December 2000 by Information
  Week
• Interestingly (and a positive for Mobilocity),
  those indicating that they are not currently
  implementing wireless site the following reasons
• Lack of senior management understanding and
  support
• Lack of customer demand
• 36 of of these people claim their IT staff lack
  proficiency to implement wireless solutions (good
  news for the outsourcing focus)

Source CMP/Information Week Mobile Commerce
Agenda Report, December 2000
82
Early Adopter Wireless Implementations

• Examples of Business Supporting Wireless
  Implementations

83
Wireless Implementations/Uses

• To improve current business model
• McDonalds using Mobils Speed Pass to pay for
  food at drive throughs
• We think allowing customers to pay with a quick
  wave of the wand is a great way to cut service
  time and create convenience for them
• McDonalds is using wireless technology to
  support their core business benefit speedfast
  food

84
Wireless Implementations/Uses

• To extend customer access
• America West has implemented a wireless strategy
  that allows flyers to wirelessly access real-time
  flight arrival/departure times, gate info,
  city-by-city flight schedules, and frequent flyer
  account activity on Palm PDAs, WAP-enabled
  phones, and Blackberry devices.
• Much frustration is generated among flyers by the
  lack of knowledge surrounding flight info,
  status, etc. If the airlines cant improve
  performance, at least they can allow customers to
  be fully informed. It gives a version of peace of
  mind.

85
Challenges

• What Implementers are Facing

86
Challenges

• Implementers and potential implementers are
  realizing that the gap between the dream of
  wireless and the reality of wireless is huge
• There is not a true understanding of the clear
  business benefit of a full scale wireless
  implementation
• Lack of internal IT expertise
• Lack of senior management understanding and
  support
• The array of offerings is bewildering
• Is it secure? Will it work with existing
  infrastructure?

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Opportunities

• While there is some hesitation, companies are
  beginning to realize they must take the leap or
  the risk and explore wireless
• Companies know there are many options and that
  they need help sorting through them
• Companies realize that they may not have the
  necessary expertise or resources in-house
• Many companies see the business ROI of a wireless
  implementation. Some do not. Both positions play
  well into the need for consultants

88
Thank You