Half of our business comes through our online platform, a much smaller part comes through the mobile, but that is growing and we see strong growth in this area going forward. We need to encourage it.
B2B mobility is definitely different to the way that we treat and deal with the mobility of our internal staff and in particular our sales reps. We have tablets for all our sales teams and have developed self-service, real time reporting that gives them information to help with relevant and targeted conversations with — what have they started buying, what have they stopped buying, what groups of their peers are buying that they aren't.
Shedding light on shadow IT
Geoff Leigh, Kordia:
A large percentage of our staff are engineers. Two years ago, we had this BYOD (bring-your-own-device) strategy, and then it became CYOD (choose-your-own-device). But if they don't like what you're offering, then they going to bring their own devices anyway - and that's when 'shadow IT' comes to the fore.
You have to engage with staff, instead of trying to control them. Find out what they want and how you can support that. Trust is really very important with a mobile strategy.
Critical support from the top
Rick Gibson, Gough Group:
When I started with Gough Group three- and-a-half years ago, the CEO was the first one who said basically we have to be pushing mobility. We are best known as Caterpillar dealers in New Zealand and also across various transport-related groups.
We are right across Australia and New Zealand in terms of coverage, and we have to be able to keep our people working while on the road.
So we've been rolling out, on the Caterpillar side, iPhones and iPad apps for about a year now. All of our equipment has been connected in a machine-to-machine way and that information captured and pushed back to Caterpillar in the United States.
We have been in this space for a while, but we need to actually get more efficient and get our people, our sales staff and our service people, on the road doing their job, without having to come back to the office several times.
Customer driven change
Roger Dean, AIMIA:
We're a global loyalty provider so our mobile strategy is basically keeping up with our customers as they become more and more mobile. So we're having to provide relevance all the way through social networking, game application, the whole gambit basically and provide relevance in allowing our customers to be able to redeem and provide points that are capable of being redeemed at any point through the lifecycle and mobile is doing that.
Sign up for CIO Asia eNewsletters.