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Understanding the M-Commerce Target Audience January 17, 2001


Section II Part I: Technology target audience insights ... Media-provided market and target audience studies including syndicated research ... – PowerPoint PPT presentation

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Title: Understanding the M-Commerce Target Audience January 17, 2001

Understanding the M-Commerce Target
AudienceJanuary 17, 2001
Table of Contents
  • Purpose
  • Section I Who makes technology decisions and how
    are they made?
  • Section II Part I Technology target audience
  • Section II Part II Communicating with the
    technology target
  • Section III Wireless specific insights

  • Provide an overview of those involved in
    technology decisions and insight into their
  • 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

Approach to Target Audience Definition
Who and How
Tech Business Groups
Technology Decision Process
What Do We Know About Them?
Section I
  • Who Makes Technology Decisions and How are They

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
  • Each title has different goals and need states

Involvement Who Does What When?
90 80 70 60 50 40 30 20 10 0
Tech InvolvedCorporate Mgmt.
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
Involvement Who Does What When?
RFP Vendor Select.
Contract Proposal Review
Participate in negotiation
Define Scope
Final Selection
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
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
  • 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
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
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
  • 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
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.

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

Decision Process Stages of Strategy
Source IDC
Decision Process Decision Maker Involvement
  • The decision makers involved differ at each
  • Project decision is highly collaborative, and
    involves the widest range of decision-makers from
    Senior-level/CXOs on down to user input on
  • 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

Decision Makers
CxO, LOB, IS/Networking, User Input
Core Technology
IS, Networking, LOB
IS, Networking, IS Staff
Source IDC
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
  • 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

Decision Process Implications and Conclusions
  • Communication must be to the technology buying
  • Communication must speak to the end benefit which
    is a business benefit that addresses a business
  • 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

Section II Part I
  • Technology Target Audience Insights

Review of Target Title Insights
Target Titles
IT Director/VP
Decision Maker
LOB Project Mgr, Dept. Head
CxO Title Insights and Statements
  • CEO
  • CFO
  • CIO
  • IT
  • LOB

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

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
  • Usually have the final say in software decisions
  • Feel that their role within their company is

Chief Executive Officer
CEOs Pioneers of the Virtual Frontier
  • CEOs are globally upbeat about growth and
    prospects for their companies over the next three
  • 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
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
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

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
  • 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

CEO Speaking Their Language
  • You can change your companys business model
    without changing your company.

Chief Financial Officer
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
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
CFOs So, What?
  • CFOs are becoming primary decision-makers in
    transforming organizations vision into action

Important title for for high technology companies
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
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

Message posted on CFO Discussion Group CFOnet.com
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.

Chief Information Officer
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
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
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
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

Source Perspective Report Profiles, CIO.com
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'
  • 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

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

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.

IT Managers
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 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.

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?

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!

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.

Line of Business
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
  • They want simplification of function.ease of
  • Frustrated that they sometimes can not move as
    quickly as theyd like in the direction of a
    technology solution

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.

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
  • Again, marcom must address individual need states
    and communicate relevant benefits.

Section II Part II
  • Communicating with the Technology Target

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.
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.
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

Frequently Visited Web Sites for Business and
  • IT/Network Managers
  • ZDNet
  • Yahoo News
  • 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.
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.
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.

Section III
  • Wireless Specific Insights

Target Viewpoints on Wireless
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
  • This field is for the brave, for early adopters

Source Kenneth Kleinberg, Gartner Research
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
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
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
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
Inside the minds of Wireless Initiators A
review of Executive Survey Findings
Summary Report Key Findings, Isurus, 9/19/00
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

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

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
Mobile commerce was defined as using
wireless networks to conduct transactions, access
information and communicate through various
wireless devices
Focus on Future Mobile Users
Financial services companies make up the bulk of
Future Users
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

Focus on Future Mobile Users
Primary Drivers of Mobile Commerce, specifically
Focus on Future Mobile Users
  • Use of a Consultant
  • 82 plan to use some type of consultant in the
    implementation of their wireless solution
  • Vendor Evaluation Criteria

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
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.

Wireless Implementer Demographics
Wireless Implementer Demographics
  • Intelliquest provides this profile of those
    individuals charged with having
    installed/planning to install wireless LAN
  • 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
CMP Mobile Commerce Agenda
  • A study done by CIC Research among 375 IT
    professionals in five industries and across all
    revenue sizes

Primary Findings
  • A study done in December 2000 by Information
  • 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
Primary Findings
  • A study done in December 2000 by Information
  • 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
  • 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
Early Adopter Wireless Implementations
  • Examples of Business Supporting Wireless

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

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

  • What Implementers are Facing

  • 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
  • Lack of internal IT expertise
  • Lack of senior management understanding and
  • The array of offerings is bewildering
  • Is it secure? Will it work with existing

  • 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

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