Understanding the M-Commerce Target Audience

January 17, 2001

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

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 Mobilocity’s 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.

Approach to Target Audience Definition

Who and HowTechnology Decision Process

Insights

Wireless

Tech Business Groups

•Titles•Needs•Challenges•Perceptions•Demographics•Implementation Plans

What Do We Know About Them?

CxO

IT

LOB

Section I

Who Makes Technology Decisions and How are They Made?

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

Involvement: Who Does What When?90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

% In

volv

ed

Determining Setting Creation Technical Specifying/ Recommending FinalNeeds Business Info Sys Evaluation Selecting Acquisitions Approval for

Goals, Budget Strategies or Specs Brands/Vendors Acquisitions

Simmons CompPro VII - 1999

IT

Tech InvolvedCorporate Mgmt.

Tech InvolvedLine of Business

Base = Total Study

Involvement: Who Does What When?

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

PurchasingManager

Business Unit Manger

3rd PartyConsultant

IT Manager

InitiateDefineScope

RFPVendorSelect.

ContractProposalReview

FinalSelection

Participate in

negotiation

Source: 1998; The Gartner Group

• 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.

Decision Process: Convergence of Business and IT

IT

1980

1990

IT

Business

2000

Source: IDC

• 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

Decision Process: A Team Approach

End Users

IS Mgm

t Tech Business

Mgmt

CIO Top Exec

s

Dept. Management

IS/Network Staff

Source: IDC

• 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

Decision Process: Goals Drive Strategy

Product Strategy

ITStrategy

Business Strategy

Business Goals

Drive

Drive

Drive

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

Decision

Criteria ProcessStage

Collaborative

ROIProjectBusiness

Strategy

IT Strategy

Core Technolo

gy

Right Choice

Consultative

Product Strategy

ProductsReliability Performan

ce

Centralized

Source: IDC

• 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

Decision Process: Decision Maker Involvement

Process Decision Makers

Decision

CxO, LOB, IS/Networking, User Input

Collaborative

Project

Core Technology

Consultative

IS, Networking, LOB

Products Centralized

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 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.

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

Section II: Part I

Technology Target Audience Insights

Review of Target Title Insights

Target Titles RoleCxO

IT Director/VP

LOBProject Mgr, Dept. Head

Initiator/Approver

Decision Maker

Implementer/User

CxO Title Insights and Statements

CEO

CFO

CIO

IT

LOB

CxOs in General: Adjusting to Change

• Let’s 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, I’m not certain precisely what our end point is, but I believe we’re headed in the right direction. So let’s go.’ “

“Learning to be directionally rather than certainly correct means they have to develop an exit strategy. ‘We’re 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

• “I’ll give anyone 60 seconds” (but that’s 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.

Chief Executive Officer

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 It’s 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 4/97

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

CEO: Speaking Their Language

• You can change your company’s 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 magazine’s 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

Important title for for high technology companies

CFOs: So, What?

• CFOs are becoming primary decision-makers in transforming organization’s vision into action

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 corporation.”

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 you’d 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 executives

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' 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

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.

• 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 organization

• They want simplification of function….ease of use

• Frustrated that they sometimes can not move as quickly as they’d 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

• CxO’s 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”)

• CxO’s 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 department’s performance. Remove headaches and roadblocks to success.

• 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

IT/Network Managers:

• Internet

(ZDNet, Yahoo, Manufacturer Web sites)

• Gartner, Meta Group

• Colleagues

• Magazine reviews

CxOs:

• Internet

• Colleagues

• Publications

• (New York Times, Wall Street Journal

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 bottomof the list with IT Managers.

What Magazines Do They Read?

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

CXOs:

• Information Week

• Wall Street Journal• Computer World• Fortune• CIO

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 moreresearch 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, intellectualprogramming 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 don’t want work to be able to bug me.”

Section III

Wireless Specific Insights

Target Viewpoints on Wireless

Wireless Viewpoints

Consultant’s 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

Wireless Viewpoints

Consultant’s 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 you’re 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

Management’s View

• “Wireless is the second coming of the Internet”

• “If you don’t have a wireless offering, I don’t believe you can compete in financial services”

• Wireless will contribute to corporate Revenue

Source: Joseph Ferra, VP Fidelity Online Brokerage

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 can’t have the same end-to end secure pipes in the wireless world. That’s what’s different. That’s what keeps us up at night.”

• Internal wireless expertise is lacking

Source: Ian Hunneybell, Internet Strategy and Security Team with Egg: England’s largest online bank

Summary Report & Key Findings, Isurus, 9/19/00

Inside the minds of “Wireless Initiators” –

A review of Executive Survey Findings

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

D&B list to represent “Fortune 1000 corporations, leading .coms & tech co.s” having $75 million or more in annual revenue

Vertical market segments:EducationFinancial Services/InsuranceHealthcareMedia/EntertainmentRetailTravel & LeisureTransportation/Warehousing

Who We Talked To

• Respondents play a critical role in the organization’s 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 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…’”

The Question

N=52

Financial services companies make up the bulk of Future Users:

41%

18%13%

10%

10% 8%FinanceInsuranceReal EstateMedia/Ent.T&LTransport

Focus on Future Mobile 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 & CRM

Primary Drivers of Mobile Commerce, specifically:

35

25

22

108

0

5

10

15

20

25

30

35

%

Empl

oyee

Con

nect

ivit

y

Cus

t.A

nyti

me/

Any

whe

re

Sal

es F

orce

Acc

ess

Empl

oyee

Pro

duct

ivit

y

Pus

h C

onte

nt to

Cus

t.

M-CommerceDrivers

Focus on Future Mobile Users

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

39

69

35

7

15

67

12

56

00

10

20

30

40

50

60

70

80

%

Ext

erna

lE

xper

tise

Lim

ited

Int

. Res

.

Com

plex

ity

Dis

rupt

ion

Tra

inin

g R

eq.

Top 2 Box Score% Rated Most Important

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:100

70

91

23

70

5

58

0

27

00102030405060708090

100

%

Expe

rtis

e

Rep

utat

ion

Part

ners

...

Tim

e in

Biz

.

ize

Top 2 Box Score

% Rated MostImportant

*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

Source: 2000 Intelliquest Study

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

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 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

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

Early Adopter Wireless Implementations

Examples of Business Supporting Wireless Implementations

Wireless Implementations/Uses

To improve current business model

• McDonald’s using Mobil’s 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”

• McDonald’s is using wireless technology to support their core business benefit: speed…fast food

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 PDA’s, 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 can’t improve performance, at least they can allow customers to be fully informed. It gives a version of peace of mind.

Challenges

What Implementers are Facing

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?

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

Thank You