Mobility Intro

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  • Pourquoi Mitch Betts, dans son dossier sur les applications mobile en entreprise, est assez pessimiste sur la possibilité des entreprises d'adapter les stratégies mobiles à court terme ? But mobile apps require a new way of thinking. “Mobile is not merely another chapter in the smaller, faster, cheaper device story. And it’s not tiny Web or screen-scraped PC applications,” a recent Forrester Research report points out. It requires asking customers how they want to interact with your business at key moments of decision or action. And it requires giving them an experience that they find engaging, intuitive, fast and maybe even fun. To be blunt: The opposite of a traditional ERP system. Pourquoi l'étude suggère que le développement d'une strategie de "mobile first" pose un problème pour les DSI? Marcus and Millichap is in good company. Mobile-first apps represent a conundrum for IT leaders. On the one hand, CIOs are excited about the potential payoffs, and often they’re being pressured to deliver sexy new apps to mobile-toting end users, executives and customers.On the other hand, Gartner’s Clark notes that “fragmentation and chaos” in the mobile marketplace, where new releases and versions of mobile operating systems are coming out all the time, has made it difficult for businesses to develop and execute a coherent strategy.According to Gartner research, the number of smartphones is projected to exceed 6.7 billion by 2015 worldwide, creating huge opportunities for consumer-oriented businesses.Seth Robinson, director, technology analysis at CompTIA, an industry association. However, the ability to connect to customers in a mobile environment is increasingly important. So any mobility strategy must address the needs of two differentgroups with distinct needs and requirements.Pourquoi les auteurs suggèrent-ils que les DSI doivent repenser leurs moyens à concevoir, developper et manager leurs applications mobiles? Going mobile first often requires IT leaders to rethink the mix of talent and expertise they apply to application design, development, management and maintenance. While the CIO and IT are often in charge of mobile application strategies, this is not always the case. And active participation by other business groups is critical, industry sources agree. Quels sont les avantages et désavantages d'HTML 5 cités dans l'article? HTML5 protocol, which provides strong Web-based animation and interactive capabilities and can run on multiple platforms. The W3C has yet to fully ratify certain key elements of the protocol, such as caching, which allows mobile users to work offline, Gartner’s Clark warns. However, many IT leaders are already using or planning to use it. “HTML5 seems like good solution to some of the interactive problems, and we would love to leverage mobile devices’ location capability,” AARP’s Hassanyeh says. For example, “We are working toward a location service where, if you walk into a store, we let you know of the discount [or] service we offer. Or we can help you find a caregiver for your mother in Florida.”Quels sont les trois défis majeurs dans la gestion d'une "store" d'applications?  AppCentral, for example, claims that its Mobile App Management software handles three major challenges facing enterprises trying to manage apps on mobile devices: distribution, security and administration. Quels sont les qualités nécessaires d'une bonne expérience mobile d'après Mike Gualtieri ?Gualtieri’s report says that “lovable mobile user experiences” must have the following qualities:• Utility: A mobile app must deliver functions that allowcustomers, employees or business partners to achieve their goals–using the ingenuity and capabilities of your business. Usability: Your mobile appmust be extremely easy to use. Desirability: The experienceof using the mobile app should produce positive emotions. “You’d think that useful and usable would be enough – but they are not. Usersalsowant to enjoytheirexperience,” Gualtieriwrites.
  • Mobility Intro

    1. 1. ©2013 LHST sarlMobilitybringing business into contextLee SCHLENKER – EMLYONEMLYON Business School
    2. 2. ©2013 LHST sarlZaarly• Zaarly is a buyer-poweredmarket - focus on what peoplewant than what they have• Creates a broad, transparent,and social marketplace• 43 percent of the items arerequests for "stuff, 40 percent forservices, and 17 percent for"access to experiences―• Business model based ontransactional salesIntro Application MetricsImpact
    3. 3. ©2013 LHST sarlObjectives and agendaCe module explore :• les enjeux pour lentreprise• létude des besoins• les concepts fondamentaux etlarchitecture de la mobilité• la maquettage de votreapplication• la mise en œuvre et la gestion duprojet Intro Application MetricsImpactDate Theme10/06/2013 08:30 L’introduction10/06/2013 13:30 Les applications mobiles11/06/2013 08:30 Stratégie mobile11/06/2013 13:30 Gestion de projetmobile12/06/2013 08:30 Présentation deslivrables
    4. 4. ©2013 LHST sarlExpérience• Assez peu dans les applicationsmobiles a part leur utilisation –Florent• Utilisation personnelle dapplicationsvariées sur Google Play et App Store– Anne Sophie• Je nai pas encore adopté la tablettecar cest inutile dans mon cas -Baptiste• Participations à de nombreuxweekend de développementdapplications mobiles – HéniIntro Application MetricsImpact
    5. 5. ©2013 LHST sarlOrientation• Une agence dinnovation(faberNovel) – Kevin• Conseil en stratégie – Marine• Evoluer au sein du secteurInternet - Baptiste• Travailler dans lindustrie vidéo-ludique - Maximilien• Finance Manager dans lesecteur automobile – Bo PengIntro Application MetricsImpact
    6. 6. ©2013 LHST sarlSouhaits• La mise en place duneapplication mobile en entreprise – Maël• Lintégration dune stratégie mobile -Hélène• Lutilisation des applications dans lesmédias- Siham• L’apport pour les petits entrepreneurs –Grégoire• Comment monétiser une application ? –Florent• Des cas réels de stratégies marketingou CRM relativement au lancementdapplication mobile – Anne-Sophie•Intro Application MetricsImpact
    7. 7. ©2013 LHST sarlI. IntroductionIntro Application MetricsImpact
    8. 8. ©2013 LHST sarlHow can IT improve productivity?Focus Improve Knowledge Leverage MesureOrganization Processes Explicit Transactions EfficiencyServices Delivery Implicit Interactions EffectivenessNetworks Relationships Emerging Interactions InnovationSearch Relevancy Connected Associations CTRMobility Context Embedded Proximity RelevancyIntro Application MetricsImpact
    9. 9. ©2013 LHST sarlModule EvaluationStudents will be evaluated on the pertinence andergonomics:• Of their requirement study for a mobileapplication (100%)• What specific business problem(s) are youaddressing?• What are the applications’ specifications?• Which platforms, languages, and functions will beused?• How will the project be managed?Intro Application MetricsImpactCommentary, examples and analysis ofmobile business can be found athttp://www.scoop.it/t/mobile-business
    10. 10. ©2013 LHST sarlMobile Enterprise Applications• Pourquoi Mitch Betts, dans son dossier sur lesapplications mobile en entreprise, est-il assezpessimiste sur la possibilité des entreprisesd’adapter les stratégies mobiles à court terme ?• L’étude suggère que le développement d’unestratégie de ―mobile first‖ pose un problèmepour les DSI. Pourquoi ?• D’après les auteurs pourquoi les DSI doivent-ilsrepenser leurs moyens à concevoir, développeret manager leurs applications mobiles?• Quels sont les trois défis majeurs cités dans lagestion d’une ―store‖ d’applications?• D’après Mike Gualtieri quelles sont les qualitésnécessaires d’une bonne expérience mobile ?
    11. 11. ©2013 LHST sarlMarket Scope• In 97 countries around the world, thereare now more mobile devices thanthere are people.• There were 158.1 million mobilepayment users worldwide in 2011 andthe numbers should reach 1 billion in2016.• IDC predicts that by 2014 there willhave been over 76 billion mobileapps downloaded worth an estimatedUS thirty five billion• By 2015, 500 millions smartphones and200 millions tablets will be in circulationForecast: Mobile Application Stores, Worldwide, 2008-2014Intro Application MetricsImpact
    12. 12. ©2013 LHST sarlProsper Mobile Insights askedsmartphone users what smartphonefunction they cannot live without, andone in five (22%) said texting, followedby internet (17%) and texting (16%).Mobile phone use21.6%16.7%15.7%7.8%6.9%5.9%4.9%2.0%2.0%1.0%TextingInternetEmailCallGPSFacebookAppsNewsBluetoothCalendarIntro Application MetricsImpact
    13. 13. ©2013 LHST sarl34.7%27.1%25.5%7.5%2.8%2.3%36.6%22.0%33.7%4.3%2.0%1.2%Android RIM Apple Microsoft Palm Symbian% of Smartphone Users % of Check-In Service Users76% Use Location Check-in ServicesIn total, 16.7 million mobile subscribers, including 12.7million smartphone subscribers (76% of thesmartphone owners), used location-based check-in, according to comScore.Android accounted for the largest share, with about37% checking-in, while about 34% of users checked infrom an iPhone. Apple having the highestrepresentation relative to its share of the totalsmartphone market.Intro Application MetricsImpact
    14. 14. ©2013 LHST sarlA study from the etailing group and Coffee Table, “The„Shopping Mindset‟ of the Mobile Consumer,” indicates thattablet users are more likely than smartphone users to engage inonline buying and/or browsing on a daily, weekly, several timesper month, and monthly basis than smartphone users.The specificity of tablets users6%16%17%11%10%15%25%10%19% 19%12%7%9%24%Daily Weekly Severaltimes permonthOnce amonth4 or moretimes peryearLess than 4times peryearNeverSmartphone TabletIntro Application MetricsImpactiPad for Business Survey2012IDG Connect
    15. 15. ©2013 LHST sarlMobility rather than Mobile• Mobility is radically different from the"desktop" experience• Mobility is a "lean back" experience likesitting in the metro watching a video• It is also "lean forward" — like shoppingat the FNAC during a lunch break• In many cases, its "lean free" whenyoure scanning news headlines orphotos from friends in class• Mobile is nuts, bolts, and infrastructure,while mobility is the context whichdetermines customer valueDavid Armano
    16. 16. ©2013 LHST sarlZoho CRM• Salesforce, marketing automation,customer support.• Instant access to the Leads, Accounts,Contacts, Potentials, Cases• Automatically syncs contact informationbetween the device and the onlineapplication• GPS locator and camera integration• How would you compare this valueproposition with that of RoamBI ?Intro Application MetricsImpact
    17. 17. ©2013 LHST sarlGigwalk• A mobile work marketplace connectingbusinesses to their communities• Crowdsourcing model – Users are paid tocollect, capture and report real-world data• Work includes verify a street name,photograph a menu, report on red-lightcameras, confirm product placements instores• The company currently targets real-estate, local, travel, government,consumer research, and retailIntro Application MetricsImpact« Gigwalk connects people with businesses to getwork done anywhere “
    18. 18. ©2013 LHST sarlShopkick• Shopkick, lancée en août 2010 à PaloAlto• C’est une application de géolocalisationpermettant de gagner des points etrecevoir des coupons promotionnels• Plus de 2,3 millions de consommateursont téléchargé l’application générantainsi plus de 2 millions d’entréesphysiques en magasin• Une fois en magasin, des taux deconversion en clients de 15 à 20%.• Au total, plus 700 millions de produitsont été consultés via l’application dont 7millions ont été scannés durant unevisite en magasin.Intro Application MetricsImpact
    19. 19. ©2013 LHST sarlGiffgaff• Giffgaff - gaelic for mutual givingreflected in their manifesto• Social CRM : member getsmember, eVouchers, goodybags• Customer service is memberdriven• Giffgaff labs – crowdsourcingproduct testing• Payback for miles, cash orcharitiesIntro Application MetricsImpact

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