able to uncover some exceptions. For example, you may be able to wire-
lessly enable an existing customer relationship management or sales
force automation package with a relatively small amount of effort and
generate valuable business benefits. Many of the enterprise case studies
we profiled earlier, provided solid benefits by focusing on a small appli-
cation area that was a quick win for customers and employees.
When prioritizing your application initiatives, you will also want to
look at the realistic timeline for deployment. Certain applications may be
deployable today given the current state of the technology and market
acceptance, whereas others may be further out on the horizon. For
example, customer access to order status and customer service informa-
tion may be a good prelude to eventual customer access to M-Commerce
application functionality. For the wireless carrier, customer access to uni-
fied messaging functionality may be a precursor to further wireless data
applications—such as a wireless data portal, M-Commerce applications,
and wireless application service provider offerings.
The initial applications that are targeted should not only be self-
justifying in terms of the return on investment, but they should also
be considered within this portfolio approach where they help to set
the groundwork for future applications to build upon. A good exam-
ple of this is the executive dashboard and business intelligence appli-
cations. These types of applications can provide enterprise access to
key business metrics, but can also set the stage as a portal or dash-
board for future expansion of application functionality.
Business Case Development
Once you have identified and prioritized your M-Business applications,
you may wish to develop a mini-business case around the most com-
pelling initiatives in order to gain project approval and funding. In devel-
oping the business case, there will certainly be many differences based
upon whether the initiative is internally focused or externally focused and
whether this is an extension to an existing offering or an entirely new
product or service. At the present time, a business case for an internal
initiative is a much easier proposition, since the audience and the level
of pain or opportunity is well-established and often well-articulated.
Chapter 6 M-Business Strategic Roadmap >> 157

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