This document discusses helping midmarket businesses build successful mobile strategies. It covers mobile trends for employees, customers, partners and suppliers. Top drivers for mobile solutions include improving productivity and collaboration, while security and costs are top inhibitors. The adoption of mobile business apps is expected to double in the next 12 months. Partners can help businesses address security challenges and develop mobile strategies.
Executing Complex Strategies through a Field Sales Forceaktana
Aktana presents at the EyeForPharma Sales Force Effectiveness conference in June 2012, on how to ensure the successful execution of strategies through the field.
The future of shopping with your mobile phoneresimpa
This is a presentation from a research programme looking at the future role of mobile phones in retail prepared for the Direct Marketing Association and Empirix
Value Creation and Customer Experience Management in Mobile VAS for an Enhanc...Ali Saghaeian
Some of the topics covered in this slide deck:
Mapping the Customer Experience and creating Value
Customer experience as an ecosystem play
Top business and process challenges for customer experience programs
Deepen engagement over the lifecycle of the customer
Importance of Self Service in better customer experience
Objectives for Customer Experience Management (CEM)
Comparing Traditional Customer Service vs. Next Gen Proactive Support
Executing Complex Strategies through a Field Sales Forceaktana
Aktana presents at the EyeForPharma Sales Force Effectiveness conference in June 2012, on how to ensure the successful execution of strategies through the field.
The future of shopping with your mobile phoneresimpa
This is a presentation from a research programme looking at the future role of mobile phones in retail prepared for the Direct Marketing Association and Empirix
Value Creation and Customer Experience Management in Mobile VAS for an Enhanc...Ali Saghaeian
Some of the topics covered in this slide deck:
Mapping the Customer Experience and creating Value
Customer experience as an ecosystem play
Top business and process challenges for customer experience programs
Deepen engagement over the lifecycle of the customer
Importance of Self Service in better customer experience
Objectives for Customer Experience Management (CEM)
Comparing Traditional Customer Service vs. Next Gen Proactive Support
The Digital Divide in Utilities; the growing gap between customers and UtilitiesBen Gilchriest
Surveys show that utilities have realized the need for enhancing customer experience in response to increasing customer dissatisfaction (only 29% of customers trust their retailers). However, the industry’s best efforts to rebuild confidence and trust could in fact be undermined by a growing digital divide, with consumers demanding a digital experience that the industry has so far been unable to meet.
This paper explores the challenges for utilities and how they can learn from other industries, like telco, to respond.
Digitizing the Customer Experience within a Utility Robert Simon
Welcome to Transistor! The first ever strategic planning approach to taking the first steps towards building a digital customer experience within a Utility.
Drawing upon our independent research, workshops and extensive experience in customer experience, we have developed a foundational model for any utility looking to chart the course to stay relevant, be more effective (and competitive) as a digital customer centric organization. So what you’ll find inside this guide is a way to get the planning and preparing process started immediately to determine the roadmap you are going to need to build out, manage, and operationalize a lot of change.
On the 5th December 2013, Intelecom took a trip into the future to look at the trends which will influence our contact centres and the way in which we deliver customer service. Featuring a fascinating key note from Gartner, Intelecom also took the opportunity to dispel some of the myths surrounding Cloud contact centres and highlighted the growing importance of Social Media in customer service.
E Marketer - Optimizing The E-commerce ExperienceLiveXtension
Not surprisingly, online purveyors are upgrading their e-commerce platforms and making investments in nextgeneration
technologies to enable cross-channel selling,
segmentation and personalization, better search and navigation, and more. While platform upgrades occur every few years as new technology comes to market, online businesses also recognize the importance of optimizing what they have today with add-on services that do not require major overhauls.
Webcast Presentation - What's in your (e) Wallet? Transforming payments and t...GRUC
Payments and transactional services present multiple ‘moments of truth’ for demanding clients who are often interacting with us anytime and anywhere. For financial services organizations, the 24/7 nature of the industry and its intense competition have made innovation and optimization of these capabilities critical. Learn about the experiences of IBM clients in transforming their payments and transactional services with IBM Rational DevOps capabilities.
See how banks, brokerages and insurance firms are aligning the life cycles of legacy back offices with the agile sprints of the mobile payments development shops and value-added technology partners.
Presented by:
Bruce Baron, Financial Services Sector Offerings Leader, IBM
Bruce Baron serves as the Offerings Lead for IBM Rational for the Financial Services Sector. Bruce and his team set the strategy, define our offerings and work to drive a collaborative cross-functional team of sales, marketing, enablement and development in assisting clients with solving business issues by bringing to bear all product segments and IBM brands. Prior to IBM Rational Bruce was a Strategy Consultant to Financial Services clients and has years of client experience as an e-business and six-sigma consultant in Financial Services at GE Capital.
Peter Eeles, Financial Services Sector Industry Lead, IBM Rational Worldwide Tiger Team, IBM
Peter Eeles is Industry Lead for the Financial Services Sector in IBM Rational's Worldwide Tiger Team, where he helps organizations improve their software development and delivery capability. This is often in conjunction with an architecture-centric initiative such as SOA or strategic reuse, where Peter has particular in-depth knowledge. Peter comes from a delivery background and was previously Chief Architect of IBM Rational's Worldwide Solution Delivery organization. He is co-author of "The Process of Software Architecting" (2009), "Building J2EE Applications with the Rational Unified Process" (2002), and "Building Business Objects" (1998).
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
CMOs & CIOs: Aligning Marketing & IT to Elevate the Customer ExperienceCognizant
In the digital sphere, customer behaviors, organizational structures and entire business models are rapidly changing, compelling CIOs and CMOs to collaborate closely and often, and focus on the common goal of delivering consistent and exceptional customer experiences from day one.
Dallas Digital Summit: 6 Steps to Big Data SuccessSameer Khan
The Big Data phenomenon was all about the collection of masses and masses of data: it was a technology challenge. But for most of us, this is no longer a problem – we know how to collect the data – the challenge now is one of processing the data, to make smart data work for us. Econsultancy, reports only 25% of the organizations are able to make proactive use of digital data to drive business outcomes. In this session, IBM’s Sameer Khan will outline a 6 step action plan to manage your data and derive relevant insights from it.
Customer Contact Market Report
HIGHLIGHTS
Outsourcing still provides meaningful cost savings, representing roughly 20% of the total market with approximately 2.0 million outsourced agents located primarily in India and the Philippines.
Technology developments, vendor pruning, and consumer demand push providers to expand their product, service, and channel offerings.20
M&A activity expected to increase steadily in 2017 as corporate profits and consumer spending increases.
FCC onshoring initiatives continue to create jobs within big industry players via organic growth and acquisitions.19
Steady growth opportunities on a go-forward basis as the global customer contact management market is expected to grow to $81 billion by 2018 representing a CAGR of 6.1%.
U.S. based healthcare legislative changes and requirements will increase costs and complexity of compliance.
2015 YEAR IN REVIEW
Advancing technology and differentiation boost growth rates
2015 was an exciting year for the Customer Contact Management (CCM) industry, with huge strides in technology, automation, differentiation, and omni-channel diversification. Customers want to use the channel that most quickly solves their problems, including voice, chat, text, and social media. Corporate services expanded their technology offerings making large technological advances, as witnessed with Amazon's new Alexa -- a virtual assistant that can answer a wide variety of questions from weather to traffic. These technological advances around automation create a surge of efficiency and growth opportunities for CCM businesses. According to International Customer Management Institute (ICMI), nearly 55% of customers want an automated self-service experience, increasing efficiency and decreasing costs for businesses. In addition, 80% of companies plan to use customer service as a way to differentiate themselves from their competition.4
In today's world of ever-changing consumer tastes and preferences, retailers need to keep up and cater to changing trends. The presentation talks about using technology for interactive marketing, analyzing consumer behaviour, and transforming-customer experiences.
Enabling your Enterprise Mobility to tap New Growth OpportunitiesNIIT Technologies
Enterprise Mobility is a powerful tool that promises to bridge the gap between business and IT and truly make IT a business enabler by providing the capability to tap new opportunitie
Beyond the Customer Satisfaction Survey - 35 ideas for customer insightPaul Hopkins
Looking to get more information then just the standard customer satisfaction survey, for your big data or customer experience project? In this presentation, I explain where to in a multi channel retail, you can find rich customer insight to deliver you better customer insight.
Digital Transformation for Utilities: Creating a Differentiated Customer Expe...Cognizant
Utilities stand to reap large gains in customer-service efficiencies and user experience satisfaction by adopting a mobile-centric approach with apps that cover a wealth of transactional and engagement features.
How can communications service providers win the battle for customer loyalty against OTT players? How can service providers leverage their competitive advantage? How can they leverage the Cloud? During a Futurecom presentation GENBAND’s Senior Director of Applications Solutions Marketing, Sara Hughes, discussed how cloud-based mobile apps and unified communications can help service providers effectively compete with OTT players, improve customer stickiness and increase revenues.
Sara Hughes is the Senior Director of Applications Solutions Marketing at GENBAND. Sara has over 20+ years of telecommunications experience as a customer, service provider and manufacturer with extensive experience in marketing, product management, technical support, customer training and go to market consulting, delivering enhanced next generation IP / Unified Communications applications and IMS services to many of the world's largest operators and enterprises. Sara holds a Bachelor’s degree in Business Administration specializing in Marketing and Information Systems. Sara joined GENBAND in 2010 after working for BroadSoft, Movius Interactive, Tekelec, VocalData, Global Knowledge and GTE Customer Networks.
The Digital Divide in Utilities; the growing gap between customers and UtilitiesBen Gilchriest
Surveys show that utilities have realized the need for enhancing customer experience in response to increasing customer dissatisfaction (only 29% of customers trust their retailers). However, the industry’s best efforts to rebuild confidence and trust could in fact be undermined by a growing digital divide, with consumers demanding a digital experience that the industry has so far been unable to meet.
This paper explores the challenges for utilities and how they can learn from other industries, like telco, to respond.
Digitizing the Customer Experience within a Utility Robert Simon
Welcome to Transistor! The first ever strategic planning approach to taking the first steps towards building a digital customer experience within a Utility.
Drawing upon our independent research, workshops and extensive experience in customer experience, we have developed a foundational model for any utility looking to chart the course to stay relevant, be more effective (and competitive) as a digital customer centric organization. So what you’ll find inside this guide is a way to get the planning and preparing process started immediately to determine the roadmap you are going to need to build out, manage, and operationalize a lot of change.
On the 5th December 2013, Intelecom took a trip into the future to look at the trends which will influence our contact centres and the way in which we deliver customer service. Featuring a fascinating key note from Gartner, Intelecom also took the opportunity to dispel some of the myths surrounding Cloud contact centres and highlighted the growing importance of Social Media in customer service.
E Marketer - Optimizing The E-commerce ExperienceLiveXtension
Not surprisingly, online purveyors are upgrading their e-commerce platforms and making investments in nextgeneration
technologies to enable cross-channel selling,
segmentation and personalization, better search and navigation, and more. While platform upgrades occur every few years as new technology comes to market, online businesses also recognize the importance of optimizing what they have today with add-on services that do not require major overhauls.
Webcast Presentation - What's in your (e) Wallet? Transforming payments and t...GRUC
Payments and transactional services present multiple ‘moments of truth’ for demanding clients who are often interacting with us anytime and anywhere. For financial services organizations, the 24/7 nature of the industry and its intense competition have made innovation and optimization of these capabilities critical. Learn about the experiences of IBM clients in transforming their payments and transactional services with IBM Rational DevOps capabilities.
See how banks, brokerages and insurance firms are aligning the life cycles of legacy back offices with the agile sprints of the mobile payments development shops and value-added technology partners.
Presented by:
Bruce Baron, Financial Services Sector Offerings Leader, IBM
Bruce Baron serves as the Offerings Lead for IBM Rational for the Financial Services Sector. Bruce and his team set the strategy, define our offerings and work to drive a collaborative cross-functional team of sales, marketing, enablement and development in assisting clients with solving business issues by bringing to bear all product segments and IBM brands. Prior to IBM Rational Bruce was a Strategy Consultant to Financial Services clients and has years of client experience as an e-business and six-sigma consultant in Financial Services at GE Capital.
Peter Eeles, Financial Services Sector Industry Lead, IBM Rational Worldwide Tiger Team, IBM
Peter Eeles is Industry Lead for the Financial Services Sector in IBM Rational's Worldwide Tiger Team, where he helps organizations improve their software development and delivery capability. This is often in conjunction with an architecture-centric initiative such as SOA or strategic reuse, where Peter has particular in-depth knowledge. Peter comes from a delivery background and was previously Chief Architect of IBM Rational's Worldwide Solution Delivery organization. He is co-author of "The Process of Software Architecting" (2009), "Building J2EE Applications with the Rational Unified Process" (2002), and "Building Business Objects" (1998).
Profitability in the Direct-to-Consumer Marketplace: A Playbook for Media and...Cognizant
Amid constant change, industry leaders need an upgraded IT infrastructure capable of adapting to audience expectations while proactively anticipating ever-evolving business requirements.
CMOs & CIOs: Aligning Marketing & IT to Elevate the Customer ExperienceCognizant
In the digital sphere, customer behaviors, organizational structures and entire business models are rapidly changing, compelling CIOs and CMOs to collaborate closely and often, and focus on the common goal of delivering consistent and exceptional customer experiences from day one.
Dallas Digital Summit: 6 Steps to Big Data SuccessSameer Khan
The Big Data phenomenon was all about the collection of masses and masses of data: it was a technology challenge. But for most of us, this is no longer a problem – we know how to collect the data – the challenge now is one of processing the data, to make smart data work for us. Econsultancy, reports only 25% of the organizations are able to make proactive use of digital data to drive business outcomes. In this session, IBM’s Sameer Khan will outline a 6 step action plan to manage your data and derive relevant insights from it.
Customer Contact Market Report
HIGHLIGHTS
Outsourcing still provides meaningful cost savings, representing roughly 20% of the total market with approximately 2.0 million outsourced agents located primarily in India and the Philippines.
Technology developments, vendor pruning, and consumer demand push providers to expand their product, service, and channel offerings.20
M&A activity expected to increase steadily in 2017 as corporate profits and consumer spending increases.
FCC onshoring initiatives continue to create jobs within big industry players via organic growth and acquisitions.19
Steady growth opportunities on a go-forward basis as the global customer contact management market is expected to grow to $81 billion by 2018 representing a CAGR of 6.1%.
U.S. based healthcare legislative changes and requirements will increase costs and complexity of compliance.
2015 YEAR IN REVIEW
Advancing technology and differentiation boost growth rates
2015 was an exciting year for the Customer Contact Management (CCM) industry, with huge strides in technology, automation, differentiation, and omni-channel diversification. Customers want to use the channel that most quickly solves their problems, including voice, chat, text, and social media. Corporate services expanded their technology offerings making large technological advances, as witnessed with Amazon's new Alexa -- a virtual assistant that can answer a wide variety of questions from weather to traffic. These technological advances around automation create a surge of efficiency and growth opportunities for CCM businesses. According to International Customer Management Institute (ICMI), nearly 55% of customers want an automated self-service experience, increasing efficiency and decreasing costs for businesses. In addition, 80% of companies plan to use customer service as a way to differentiate themselves from their competition.4
In today's world of ever-changing consumer tastes and preferences, retailers need to keep up and cater to changing trends. The presentation talks about using technology for interactive marketing, analyzing consumer behaviour, and transforming-customer experiences.
Enabling your Enterprise Mobility to tap New Growth OpportunitiesNIIT Technologies
Enterprise Mobility is a powerful tool that promises to bridge the gap between business and IT and truly make IT a business enabler by providing the capability to tap new opportunitie
Beyond the Customer Satisfaction Survey - 35 ideas for customer insightPaul Hopkins
Looking to get more information then just the standard customer satisfaction survey, for your big data or customer experience project? In this presentation, I explain where to in a multi channel retail, you can find rich customer insight to deliver you better customer insight.
Digital Transformation for Utilities: Creating a Differentiated Customer Expe...Cognizant
Utilities stand to reap large gains in customer-service efficiencies and user experience satisfaction by adopting a mobile-centric approach with apps that cover a wealth of transactional and engagement features.
How can communications service providers win the battle for customer loyalty against OTT players? How can service providers leverage their competitive advantage? How can they leverage the Cloud? During a Futurecom presentation GENBAND’s Senior Director of Applications Solutions Marketing, Sara Hughes, discussed how cloud-based mobile apps and unified communications can help service providers effectively compete with OTT players, improve customer stickiness and increase revenues.
Sara Hughes is the Senior Director of Applications Solutions Marketing at GENBAND. Sara has over 20+ years of telecommunications experience as a customer, service provider and manufacturer with extensive experience in marketing, product management, technical support, customer training and go to market consulting, delivering enhanced next generation IP / Unified Communications applications and IMS services to many of the world's largest operators and enterprises. Sara holds a Bachelor’s degree in Business Administration specializing in Marketing and Information Systems. Sara joined GENBAND in 2010 after working for BroadSoft, Movius Interactive, Tekelec, VocalData, Global Knowledge and GTE Customer Networks.
Rational federal symposium mobile development in governmentRoger Snook
A Mobile Development in Government, Rational Federal Symposium briefing given at the IBM Institute of Electronic Government in Washington, DC on April 25, 2012.
Skype…Rue La La…American Greetings…
All have successful mobile products that have added significant value to their respective brands. All of which have a look, feel, value proposition and use case that is distinct from their parent web products. The marketers and developers behind these products understood that developing successful mobile offerings boils down to one simple rule – know your user.
The advent of user friendly, web enabled smart phones has created a tremendous branding (and revenue) opportunity, but in the rush to take advantage of that opportunity many companies simply replicate their web offerings onto a mobile platform - a misstep that can mean the difference between a mobile phenomenon and failure.
Join Nitzan Shaer, founder of High Start Group and Skype Mobile, and Cimarron Buser, VP of product and marketing at Apperian, for a conversation about developing killer mobile applications for your end user.
Attendees will learn how to:
• Design mobile value propositions for your audience
• Understand what makes a mobile product go viral in your target segment
• Use mobile to enhance the value of your brand, increase revenue, and create loyalty
Innovating and enabling digital futures 12-07-2011Jude Umeh
This presentation, for a BrightTalk Summit webcast (See: http://www.brighttalk.com/webcast/286/30997), focuses on various demand, usage and fulfilment scenarios that are likely to play out in the immediate future for digital content and mobile infrastructure
Apps in the Enterprise: Creating New Lines of Business & ProductivityApperian
From Ibrahim Jackson's (Estee Lauder Company) and Cimarron Buser's (Apperian) talk at info360 on June 14, 2012
Take a deep dive into the apps that enterprises are producing and using to create new lines of business and increase productivity. Moving beyond the basics to apps that truly increase ROI and create exceptional customer experiences.
• Learn how to create in house apps, the challenges around security and deployment, and the real-world use of apps.
• Understand the challenges that IT decision makers face when trying to build secure apps, including an in-depth look at real world examples of apps and how enterprises are taking advantage of these new mobile tools.
• Hear how a global cosmetics company headquartered in New York City is using iPad and enterprise apps as part of a global brand initiative.
• How this enterprise-wide program applies cutting edge technology to meet customer needs for the brand’s line of products and consultants.
A Practical Guide for Integrating Mobile into your B2B Business Strategy & Marketing Mix. Presented by Will Keible, Manager of Digital Sales and Marketing for WCNC.com, the digital arm of Charlotte’s NBC affiliate, WCNC-TV.
12 2011 highlights 2011 smb collaboration studySMB Group
The 2011 SMB Collaboration and Communications Study surveyed more than 800 SMBs (small business is 1-99 employees; medium business is 100-999 employees) to find out how they collaborate, what tools they use and what their appetite is for integrated collaboration suites.
Radian6, SMB Group and CRM Essentials team up to share findings from the 2011 SMB Social Business Study, live from CRM Evolution.Link to the recorded webinar, oriignally presented 8-9-11:
http://radian6.adobeconnect.com/p3lrsiohdcy/
Helping Midmarket Businesses Build a Successful Mobile Solutions Strategy
1. Helping Midmarket Businesses
Build a Successful
Mobile Solutions Strategy
Midmarket Mobile Opportunities
For the Partner Channel
Thank you for joining us!
The webinar will begin at 10 am PT/1 pm ET
Copyright SMB Group 1
2. Helping Midmarket Businesses
Build a Successful
Mobile Solutions Strategy
Midmarket Mobile Opportunities
For the Partner Channel
Laurie McCabe – Partner, SMB Group
Duane Williams – Senior Director, Mobility, SAP Ecosystem &
Channels
Copyright SMB Group 2
3. Agenda
• Midmarket mobile trends
o Drivers and Obstacles
o Mobile Apps for Employees
o Mobile Apps for Customers, Partners and Suppliers
o Mobile Management
• Role of the Partner
• Partner opportunity
Copyright SMB Group 3
4. The Midmarket Mobility Journey
Employee Apps
Mobile Trends * Productivity Apps
* Drivers and * Business Apps
Obstacles Enabling
* Mobile Devices Businesses
* Mobile External Apps
Applications * Customers
* Partners
* Suppliers
Mobile Decision Making and Management
Midmarket defined as businesses with 100-1,000 employees
Mobile devices include purpose built mobile devices
Copyright SMB Group 4
5. The Mobile Explosion is Everywhere—
and Evolving Everyday
Tablets 80M
Smartphone 1B
Of the world’s
population has
PC 4.8B a mobile phone
Mobile internet will surpass
desktop internet usage
• Highly penetrated
• Driven by consumer experience
• Presents new and innovative ways to interact
• Rising anytime, anywhere and any device
requirements and expectations
July 2012:
2012:
489374 $3Billion
Android apps in the market
U.S. mobile
advertising market
June 2011: 2011: 2012:
14 Million $240B Over $1T
Americans scanned QR codes Mobile payments Mobile payments
on mobile phones
Copyright SMB Group 5
6. It's No Longer a Question of If or When Your Business
Will Go Mobile—Only How Rapidly and How Effectively
• Higher-performing devices
Current use of mobile • Employees with multiple
services to support
business functions
mobile devices (smartphones,
iPads)
• Faster 3G and 4G networks
81% • Explosion of mobile apps
• Growing requirement to
19%
enable employees and
external audiences
(customers, suppliers,
Planned use of mobile partners) with mobile access
services to support and interaction
business functions in
the next 12 months
Which of the following best describes your company's current use/planned use of mobile devices and services
to support business operations?
Copyright SMB Group 6
7. Mobile Businesses are Growing Faster
• Midmarket businesses with a mobile strategy are more bullish about their growth predictions.
Business that use these mobile business apps show:
o 1.4x greater propensity to show revenue increases for employee business apps
o 1.25x greater propensity to show revenue increases for external apps.
Employee Business Apps. External Apps.
Revenue Increase Revenue Flat Revenue Decrease
Currently use 82% 15%3% 80% 17%3%
Plan to use in next 12 months 66% 26% 8% 67% 26% 6%
No plans to use 60% 35% 5%
67% 27% 7%
What specific line of business applications (to support financial, marketing, sales, services, inventory management,
operations, etc.) do you currently provide/plan to provide for employees to use for business purposes?
Copyright SMB Group 7
8. Overall Drivers and Inhibitors for Mobile Solutions
(Internal and External)
• Mobile solutions directly address business challenges
• But financial, resource and management concerns make it difficult to do more
Partners need to demonstrate mobile solutions ROI and have answers to the challenges
Drivers Inhibitors
Security concerns
Boost productivity
Improve Costs
collaboration and
communication
Management
Provide better complexity
customer service
Scarce IT resources/
Grow sales Lack of expertise
Copyright SMB Group 8
9. Employee Apps
Top Drivers and Inhibitors for Empowering
External Apps
Employees with Mobile Solutions Mobile Management
Top Drivers Top Obstacles
Improve employee
59% Concerns about data, network
productivity 49%
or transaction security
Better access to people and
information to make better 59%
Voice and data service costs 44%
decisions
Work more easily from any
57% Concerns about storing
locations 42%
sensitive data on devices
Improve customer service 28% Uncertainty about return on
33%
investment (ROI)
Perform specific business
functions without being in 25% Concerns that employees will
31%
the office use them for personal use
Increase sales Difficult to manage mobile
23% 29%
devices and apps
What do you view as the top 3 benefits (and obstacles) for your company's employees to use mobile devices,
service plans and mobile applications for business purposes?
Copyright SMB Group 9
10. Employee Apps
Many Mobile Collaboration and Productivity
External Apps
Apps are Mainstream Mobile Management
• Driven by adoption Currently use Plan to use in next 12 months
of smartphones/
tablets Company E-mail 88% 7%
Calendar 86% 4%
Help companies get
more out of them Contact Information 84% 8%
SMS texting 78% 6%
Mobile device
management Instant messaging (IM) 59% 12%
GPS/navigation and mapping 58% 9%
Integrate mobile
apps with existing Document management/sharing 46% 25%
business and
Location-based services 45% 10%
collaboration
applications Conferencing apps (audio, web/video) 42% 26%
Document creation 40% 28%
Personal assistant 28% 25%
What specific mobile collaboration and productivity applications do you currently provide/plan to provide for
employees in your company to use for business purposes?
Copyright SMB Group 10
11. Employee Apps
Adoption of Mobile Business Apps Will
External Apps
Roughly Double in the Next 12 Months Mobile Management
• Employees use apps Currently use Plan to use in next 12 months
across a wide
spectrum of business Customer relationship/sales management 39% 25%
functions Social media marketing 35% 20%
• Adoption is expected Time management & time capture 29% 25%
to double for most Field service applications 29% 22%
types of employee
apps Delivery & shipment apps 28% 16%
Expense management 27% 24%
Guidance for app
strategy and selection Mobile marketing and advertising 25% 21%
Business analytics 23% 29%
Mobile app
development Financial management 21% 22%
Payment processing 18% 20%
Integration with
back-end business Supply chain integration/inventory management 17% 19%
applications
What specific line of business applications (financial, marketing, sales, services, inventory management,
operations, etc.) do you currently provide/plan to provide for employees to use for business purposes?
Copyright SMB Group 11
12. Employee Apps
Top Drivers and Inhibitors for Providing Mobile
External Apps
Access to Customers, Partners, Suppliers Mobile Management
Top Drivers Top Obstacles
Respond faster to customers,
51%
partners, suppliers, etc. Security concerns 46%
Helps us grow revenue 41%
App and/or app
45%
development costs
Enables customer self-service 41%
Mobile app
management/mainten 42%
Provide a more personalized ance costs
39%
customer experience
Integration with
Helps us keep up with the 34%
existing business apps
37%
competition
Helps us attract new Insufficient staff to
34% 32%
customers plan/deploy
What are the top 3 benefits/ obstacles for your company to invest in a mobile website and mobile business
applications for external users (customers, partners, suppliers, etc.)?
Copyright SMB Group 12
13. Employee Apps
What Mobile Apps are Medium Businesses
External Apps
Extending to Customers, Partners and Suppliers? Mobile Management
• Businesses are increasingly enabling mobile apps to access line-of-business functions to conduct
business with customers, prospects, partners and suppliers
Currently use Planned in next 12 months
Social media sharing 37% 13%
Schedule appointments/reservations 36% 18%
Buy products and/or services 33% 17%
Marketing offers 32% 23%
Customer and partner service 30% 21%
Edit personal information 28% 24%
Pay bills, check invoices, balances 25% 18%
Scan QR codes 23% 16%
Delivery/shipment status 21% 19%
View inventory 21% 15%
Which line-of-business functions can external users (customers, suppliers, partners, etc.) access through your
company's mobile-device friendly web site and/or mobile applications?
Copyright SMB Group 13
14. Employee Apps
Understand Who the Decision-Makers Are External Apps
Mobile Management
Target multiple people involved in various stages of the decision process
Pitch appropriate messages relevant to different decisions makers
Sole decision-maker Joint decision-maker Influence / recommend but not a decision-maker
CIO/IT manager 45% 28% 6%
Owner/ President / CEO 23% 9% 3%
Office manager 10% 10% 14%
Partner 6% 10% 1%
Line of business manager 5% 15% 38%
Communications manager 2% 7% 5%
What is your role in mobile decision making?
Copyright SMB Group 14
15. Growing Demand for Mobile Solutions Means Employee Apps
External Apps
Mounting Pressure for Better Security Mobile Management
How can Partners help with ongoing monitoring and management to address
these security challenges
Mobile devices lost or stolen 59%
User disregard for security 50%
Data encryption/protection issues 44%
Threat of hacking mobile applications 44%
Each mobile device has a different security specification 26%
Lack of asset tracking capability 21%
Lack of authentication capabilities 16%
Security is not a concern 9%
What do you see as the top 3 security related challenges in using mobile business applications in your
company?
Copyright SMB Group 15
16. Plans for Mobile Device Management Solutions Employee Apps
External Apps
and Platforms are Rising Mobile Management
Currently implemented Plan to implement in next 12 months No plans
• Mobile device
management: Mobile device management 41% 27% 33%
o 41% currently use
Mobile applications management 29% 32% 38%
o 27% plan to use
• In-house mobile Mobile security management 36% 35% 29%
platform:
In-house mobile platform to develop mobile
o 27% use apps and/or manage mobile devices, apps and 27% 25% 48%
security
o 25% plan to use Hosted/outsourced mobile platform to
develop/and or manage mobile devices, apps 14% 31% 55%
and security
Has your company implemented or does it plan to implement mobile management solutions in the following
areas?
Copyright SMB Group 16
17. Where Midmarket Businesses are Employee Apps
External Apps
Sourcing Mobile Apps Mobile Management
Sources for Mobile Applications
Use "off the shelf" mobile apps/extensions
• Almost an even split and add-ons from our existing business 34%
between the use of “off application vendor(s)
the shelf” and the
“custom” mobile apps
Build our own mobile apps/extensions and
30%
Partners need to add-ons with internal staff
understand the types of
mobile apps that are Use mobile apps/extensions and add-ons
beneficial by industry from an application store (Android market, 29%
Apple AppStore, etc.)
Businesses will seek out
Partners that can help Use customized mobile apps/extensions and
them develop and/or add-ons from our existing business 23%
customize existing apps application vendor(s)
Use customized mobile apps/extensions and
add-ons developed by third-party 18%
consultants, developers, etc.
Copyright SMB Group 17
18. Outlook for Medium Business Mobile Spending
• Large opportunity in mobile apps and mobile management: $2.8B
• Healthy growth:
o 36% growth in mobile application spending
o 33% growth in mobile management spending
28% Average 2012 spending/firm
Annual Mobile
Device Spending,
$64,428
$1.25 B
36%
33%
Annual Mobile
Application 21.5% 13% Annual Mobile
Spending, $2.03B Management
Spending, $0.71 B
7.5%
2012
Mobile Spending
$9.5 B
18% Y/Y growth $14,366
26%
Annual Voice and
58% Data Spending,
Annual Mobile Annual Mobile Application
$5.48 , 58%
Management Spending Spending
Copyright SMB Group 18
19. Mobile Solutions Channel Model
• Invest, train an develop mobile expertise
• Align with existing skills sets and market orientation
o Consulting, planning, evaluation
o Application development
o Implementation
o Management and monitoring
o Integration
• Leverage partnerships to add value
• Device vendors
• Broadband service
providers
• Business End-user
/Collaboration Customer
Software vendors
• Mobile apps
vendors Partner
Channel
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20. What’s Available from SAP
SAP Store for Mobile Apps (80% from Partners)
Scalable Channel
Services LoB/Industry Apps Customer/Partner Apps Analytic Apps Mobile Apps
SAP Mobile Platform
MEAP - Sybase Unwired Platform NetWeaver Gateway
Full Service
MDM - Afaria
Platform
Managed Mobility MCAP - Mobilizer
Backend
Agnostic
Rapid Deployment SAP Business Databases Third Party Apps
Solutions Suite/Business All-in-One
SAP
Partners
Copyright SMB Group 20
21. Sample Priority of SAP Mobile Apps
Mobile Field Service & Asset Healthcare Mobile Suite
Management
Mobile Retail Execution &
Direct Store Delivery Procurement Mobile Suite
Mobile Consumer Solutions:
Banking / Telco / Utilities / Mobile Travel and Expense
CP / Retail Management
Productivity Mobile Suite:
CRM Mobile Suite Configurable / Extensible
Workflow HCM / FIN / SCM
Content Mobile Suite Mobile BI/Analytics
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22. Available Resources
1. sappartneredge.com >> Mobility for tools and resources
o How to get authorized for SAP mobile solutions
o SAP Rapid-Deployment mobile solutions
o SAP Mobile Apps Partner Program
2. sappartneredge.com >> Education for Mobility and Sybase training
3. SAP mobility partner interviews on YouTube
4. Path to mobile solutions infographics
o Small business version
o Midsize business version
5. 5 partner-led demand gen campaigns on Mobility in sapvirtualagency.com
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23. Seize the Opportunity To Be A Mobile Business
Catalyst
Prepare for and develop a mobile business strategy
Evaluate, select, deploy, develop mobile apps to meet
business objectives
Identify opportunities and Integrate mobile apps with
back-end business applications to streamline workflow,
boost productivity, etc.
Plan and implement mobile management solutions
Help your
customers Monitor and manage mobile solutions and
to… infrastructure
Copyright SMB Group 23