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1 WELCOME! MOBILE STRATEGY MATURITY MODEL

Webinar 1: Service2Media - app strategy and organisation

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Page 1: Webinar 1: Service2Media - app strategy and organisation

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WELCOME!

MOBILE STRATEGY MATURITY MODEL

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MOBILE STRATEGY MATURITY MODEL

Arjo van Oosten VP Customer Experience Strategy

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AGENDA

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•  Mobile Strategy •  Market Trends •  App Center: Key challenges •  The Mobile Strategy Maturity Model

•  Introduction •  Chapter one: Organization and Strategy •  Key questions to ask your self

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A TINY SQUARE…

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APP  

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ACHIEVE SUSTAINABLE BUSINESS GROWTH & PROFIT

CX  =  A  +  R  +  E  

INCREASE    BRAND  EQUITY  

INCREASE  MARKET  SHARE  

INCREASE  SHARE    OF  WALLET  

DRIVE    LOYALTY  

 DRIVE    ADVOCACY  

INCREASE    ROI  

INCREASE    PRODUCTIVITY  

DECREASE    COST  OF  OPERATIONS  

RETENTION    (MONETIZE  RELATIONSHIPS)  

ACQUISITION    (INCREASE  SALES)  

EFFICIENCY    (LEVERAGE  INVESTMENTS)  

GENERATE  MORE  OPPORTUNITIES  

APP  

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RETURN ON MOBILE STRATEGY

Mobile  

Aquisi=e  Reten=e  

Efficiën=e  

Core    APP  

     B2C  Temp  1  

     B2C  Temp  2  

     B2E            1  

     B2E            2  

     B2B            1  

     B2B            2  

     C2B            1  

     C2B            2  

B2B  B2C  

B2E  

APP    Idea  

APP    Idea  

APP    Idea  

C2B  APP    Idea  

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YOUR APP ECOSYSTEM IS BEING CHALLENGED Tech Market

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More Apps Faster Delivery Higher Performance

YOUR APP ECOSYSTEM IS BEING CHALLENGED Consumer and Internal Expectations

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YOUR APP ECOSYSTEM IS BEING CHALLENGED Web Development Vs. App Development

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YOUR APP ECOSYSTEM IS BEING CHALLENGED Knowledge about Security, Connectivity, Re-use of Components

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RETURN ON MOBILE (STRATEGY)

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Acquisi=on  Reten=on  

Efficiëncy  

Fragmenta=on  

Security  

Connec=vity  

Architecture  

Re-­‐use  

Speed  

Knowledge  

Result   App  Ecosystem   Challenges   User  (B2E  &  B2C)  

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POINTS OF IMPACT: USER LIFE CYCLE & APP LIFE CYCLE

Marke=ng  &  Sales  

Service  &  Support  

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STRATEGIC    BUSINESS  OBJECTIVES  

 Acquisi(on  Reten(on  Efficiency  

IMPACT   INNOVATIONS   USER  NEEDS  (B2C  &  B2E)      

Goals  Emo(ons  

Interac(ons  ISSUES   INSIGHTS  

TRENDS  &  ACCELERATORS    

Technology,  Behavioral,  Business  Trends  

MOBILE STRATEGY (CX) DESIGN APPROACH

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MARKET TRENDS

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COMPANIES STRUGGLE TO TRANSITION TO STRATEGIC MOBILITY

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Opportunistic Strategic Mobile-First

The majority of companies A small minority of companies Very few, if any, companies

A reactive IT department

Mobility Center of Excellence: C-level attention, self-empowered lines of business, a responsive IT department

Low

Organization-wide strategic focus

Medium High

Most of the time customers only. Some-times siloed employee classes, typically field and sales forces and applications addressing basic informational interactions

Limited extendibility of architecture

Addresses large subsets of both dedicatedly and occasional mobile workers and more sophisticated offerings to customers. Transactional driven

Affects all mobile workers and internal activities and sophisticated customer engagement

Common architecture for mobility

Common architecture for mobility and integrated into most IT business processes

Siloed point solutions

Sophisticated administration and management tools; voice, data and integrated communications services

Integrated platform capabilities and ubiquitous connectivity

Few formal policies with decisions heavily user-influenced

Policy-driven approach for management, security and compliance

Policy-driven and 'factory' approach to mobile innovation, re-casting business workflows

Proportion of companies

Mobile strategy center of gravity

Level of business model innovation

Users

Architecture

Technologies

Policies

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THE OPPORTUNISTIC MARKET IN TRANSITION

Experimentation is giving way to a more thoughtful approach to mobility. Organizations are taking a step back and rethinking how best to maximize the value of mobility. 3  

1  "The early days of mobile adoption were characterized by experimentation and unfettered departmental demand for mobile apps. These apps, funded by the business, tend to be natively developed, and are built quickly and cheaply and often without coordination with the rest of the organization or a view to long-term sustainment and value maximization.

2  Such experimentation and piloting are necessary for organizations to test and learn about mobility, with the lessons learned that enterprise mobility can show significant business value, and that not embracing enterprise mobility will put the organization at a competitive disadvantage.

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THE TOTAL MARKET

•  Organizations are prioritizing mobility initiatives high on the investment agenda

•  Mobility is changing consumer behavior and employee

access to information.

•  Most mobility projects have been small-scale efforts, with funding from various departmental heads, but are picking up pace with an incredible acceleration at this moment.

IT priorities 2013-2014

Forrester  Mobile  review  Oct  2013  

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Multiple buying centers will continue, but IT is reasserting itself as the key player in complex mobile initiatives 1)  The environment for Marketing, sales and field service departments as key buyers

Fragmentation of mobility app development is common in most organizations. Each department and business unit identifies its own need for mobile apps and engages their favorite boutiques to build them. 2)  The environment for IT as key buyers This wave of mobility services — dominated by boutiques and creative agencies — is hitting up against the wall of extensibility.

KEY ROLE TRENDS

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TRENDS IN OS FRAGMENTATION

•  Currently  duopoly:  iOS  and  Android  

•  iOS  and  Android  together  have  85-­‐90%  share    • Windows  Phone  share  is  growing,  and  is  the  third  OS  

•  BlackBerry  con=nues  its  decline  

Smartphone sales OS market shares – unit percentages

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TRENDS IN APP DEVELOPMENT PARADIGM

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HTML5/JS  is  quickly  becoming  a  standard  for  wri=ng  apps  across  mul=ple  plaaorms  

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KEY APP CENTER CHALLENGES

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Technology, Process, People

Advanced app solutions | 22

Transition Challenge Organisation Challenge

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APP CENTER SQUEEZE

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•  IntegraIon  IntegraIon  IntegraIon  •  Mobile  Developers  don’t  Speak  Backend  Infrastructure  •  Mobile  enabled  Backend  •  Privacy  &  Security  

•  Slow  Business  JusIficaIon,  Fast  GTM  requirement  •  IntegraIon  IntegraIon  IntegraIon  •  Leveraging  Supply  and  Demand  •  B2C  vs  B2E  

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Sales  rep  

Change  management    process  

 Does  it  fit  ini=al    requirements?  

 IT  reviews  request    

for  approval  

Approved?  

Request  denied,    rep  informed  

 App  developers  

Design    change  

Code    change  

Test/QA  Deploy  

Tradi=onal    Mobile  enterprise    

app  

User  must  re-­‐  download  app  

AGILITY

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WHAT’S THE NEED?

Current Situation

Need: “Instant Apps”

INCREASE APP GTM SPEED

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MATURITY MODEL EXPLAINED

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DISCLAIMER J

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THE MATURITY MODEL BASICS

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1. What is your Mobile Strategy Maturity goal? 2.  How are you performing currently? 3. What are the gaps? 4.  Define gaps that matter most 5.  Prioritize and close the gaps

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Opportunistic Strategic Mobile-First

The majority of companies A small minority of companies Very few, if any, companies

A reactive IT department

Mobility Center of Excellence: C-level attention, self-empowered lines of business, a responsive IT department

Low

Organization-wide strategic focus

Medium High

Siloed employee classes, typically field and sales forces and applications addressing basic customer interactions

Limited extendibility of architecture

Addresses large subsets of both dedicatedly and occasional mobile workers and more sophisticated offerings to customers

Affects all mobile workers and internal activities and sophisticated customer engagement

Common architecture for mobility

Common architecture for mobility and integrated into most IT business processes

Siloed point solutions

Sophisticated administration and management tools; voice, data and integrated communications services

Integrated platform capabilities and ubiquitous connectivity

Few formal policies with decisions heavily user-influenced

Policy-driven approach for management, security and compliance

Policy-driven and 'factory' approach to mobile innovation, re-casting business workflows

Proportion of companies

Mobile strategy center of gravity

Level of business model innovation

Users

Architecture

Technologies

Policies

THE MATURITY MODEL BASICS What is your goal?

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1.  Strategy and Organization 2.  Initiation and Design 3.  Development and Maintenance 4.  Test and Distribution 5.  Security and Management 6.  Backend and Integration

THE MATURITY MODEL BASICS Assessment Axes

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MATURITY MODEL Goal, Axes, Level determination

   

OPPORTUNISTIC

Developing

Aware

STRATEGIC

Optimising

Practicing

MOBILE FIRST

Leading

   

   

   

OpportunisIc   Strategic   Mobile  First  

Strategy  &  OrganisaIon  

Prac=ce  observed  1   ✔   x  Prac=ce  observed  2   ✔   x  IniIaIon  &  Design  

Prac=ce  observed  1   ✔   x  Prac=ce  observed  2   ✔  Development  &  Maintenance  

Prac=ce  observed  1   x  

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THE MATURITY MODEL BASICS Gap Identification

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CHAPTER ONE:

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STRATEGY AND ORGANIZATION (HIGH LIGHTS)

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KEY PLAYERS

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CIO   CTO   CMO   Developer  

Designer  

Tester  

Security  Officer  

Scrum  master  

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STRATEGY & ORGANIZATION (1/7)

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Mobile  Strategy  Centre  of  Gravity    OpportunisIc   Strategic   Mobile  First  

A  reacIve  IT  department   Mobility  Centre  of  Excellence;  C-­‐level  a^enIon,  self  empowered  LOB,  responsive  IT  department  

OrganizaIon-­‐wide  strategic  focus  on  mobile  

Prac=ces  Observed    Mobile  awareness  –  Mobile  awareness  and  competence  within  IT  is  emerging.  Web  processes  are  directly  mapped  on  mobile.  Emerging  strategy  for  mobile    

Mobile  awareness    -­‐  Presence  of  a  Mobile  Excellence  Centre.  Clear  IT  mobile  strategy    

Mobile  Awareness  –  Mobile  is  a  priority  instead  of  an  aherthought  in  order  to  capitalize  the  growth  and  capabili=es  of  the  medium.  Product  and  Services  are  tested  and  build  first  for  mobile  before  looking  at  web    

Point  of  Contact  –  Business  uses  the  most  experienced  developer.  Emerging  mobile  competence  

Point  of  contact  -­‐  Business  knows  where  to  go  with  mobile  ini=a=ves/concepts.  These  points  of  contact  and  contact  processes  are  formalized    

Point  of  contact  –  There  are  no  separate  web/mobile  contact  points  anymore    

Backend  interfaces  -­‐  Reac=ve  in  making  backend  interfaces  mobile  ready  

Backend  interfaces  -­‐  Proac=ve  in  making  backend  interfaces  mobile  ready.  Clear  backend  strategy  

Backend  interfaces  –  All  backend  interfaces  are  per  defini=on  designed  for  mobile    

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STRATEGY & ORGANIZATION (2/7)

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Paradigm  Strategy    OpportunisIc   Strategic   Mobile  First  

Client  is  aware  about  different  development  paradigms,  but  has  lec  the  choice  to  external  party  or  developer  

Client  has  made  a  well  thought  through  choice  in  development  paradigm  (naIve,  HTML5  or  hybrid,  mulI  plaform)    

Client  has  experience  with  all  development  paradigms  and  has  opImised  app  development  (factory)  to  choose  the  right  (mix  of)  paradigm  for  a  given  app  as  well  as  the  complete  app  ecosystem  

Prac=ces  Observed    Development  –  Scope  limited  to  short  term  development  paradigms.  Development  tools  selected  only  supports  the  chosen  paradigm.  Development  is  hampered  by  the  fragmenta=on  consequences  of  the  chosen  paradigm    

Development  –  Mid  term  development  is  also  in  scope  (+  12  months)  Development  tools  support  mul=ple  paradigms  and  support  mid  term  development  vision  (IT  &  Business)  

Development:  Enterprise  wide  combina=on  of  paradigms  with  a  clear  policy  Ability  to  deliver,  without  paradigm  limita=ons.    

Paradigms  dynamics  –  Paradigm  shihs  already  observed.  Ra=onale  for  paradigm  choice  not  always  well  thought  through.  Paradigm  choice  leh  to  external  party  or  developer    

Paradigms  dynamics  –  Ra=onale  for  paradigm  is  well  thought  through.  Business  Units  IT  &  Business  select  paradigm  mix  and  select  matching  external  party  or  developer    

Paradigms  dynamics  –  Ra=onale  for  paradigm  is  well  thought  through.  Enterprise  development  in  house  for  full  control  over  paradigm  mix      

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STRATEGY & ORGANIZATION (3/7)

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App  ProducIon  Scalability    OpportunisIc   Strategic   Mobile  First  

No  focus  on  scalability,  demand  is  a  'calculated'  risk.  “We  do  that  as  well”  Delivery  slips  all  the  Ime  

Strategic  technology  choices  with  regards  to  coverage  (features,  devices,  mobile  availability  of  backend  systems)  and  predictability  (Ime-­‐to-­‐market,  volume).  Trying  to  deliver    

Harvest,  fine-­‐tune  and  grow  the  mobile  business  according  to  the  scalable  technology  strategy.  Delivery  is  extremely  reliable  

Prac=ces  Observed    OrganisaIon  –  plans  to  professionalise  the  dev  team,  towards  an  app  factory,  integrated  in  the  company  

OrganisaIon  –  an  app  factory  streamlined  towards  the  roadmap.  Forward  looking.  Product  management  alignment.  

OrganisaIon  -­‐  Extremely  flexible  to  upscale;  full  alignment  with  all  BU’s.  Matrix  structure.  

Output  result:  Unmanaged  lifecycle,  ad-­‐hoc,  project  based  upgrades,  development  is  always  an  extra  burden  for  IT.  

Output  result  -­‐  Choices  are  made  based  on  the  lifecycle  commitments  and  results.  Up  scaling  produc=on  is  always  possible.  

Output  results  -­‐  Technology  and  implementa=on  is  con=nuously  updated,  upgraded  and  some=mes  replaced,  based  on  a  product  and  release  management  policy  and  governance.  

Capacity  -­‐  based  on  “heroes”     Capacity  –  based  on  skill  management     Capacity  –  based  on  forward  plans    

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STRATEGY & ORGANIZATION (4/7)

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App  Strategy  OpportunisIc   Strategic   Mobile  First  

Apps  are  just  an  addiIon  to  web  as  another  channel  of  the  mulI  channel  engagement    

Apps  are  tailored  to  the  characterisIcs  of  mobile  usage     Apps  are  the  mobile  engagement  layer  of  services  that  provide  a  desired  customer  experience    

Prac=ces  Observed    App  vision  –  Mobile  apps  are  per  app  user  segment  treated  as  a  (user/product  silo)  and  Apps  are  developed  in  standalone  projects    

App  vision  -­‐  Apps  are  part  of  a  app  poraolio  strategy  (app  ecosystem)  

App  Vision:  Addressing  sophis=cated  customer  engagement  for  all  customers  as  well  as  mobile  users,  workers  and  internal  ac=vi=es    

ResponsibiliIes  –  Emerging  app  ecosystem  ownership  (business/IT).  Emerging  corporate  app  ecosystem  control    

ResponsibiliIes    –  Mobile  ecosystem  ownership  is  assigned  and  is  responsible  for  app  ecosystem  control  and  BU  alignment    

ResponsibiliIes    –  App  ecosystem  ownership  is  assigned  and  is  responsible  for  app  ecosystem  control  and  corporate  alignment    

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STRATEGY & ORGANIZATION (5/7)

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User  Mix  and  App  Maturity    OpportunisIc   Strategic   Mobile  First  

Addressing  basic  interacIons  typically  customers  only     Addressing  more  sophisIcated  offerings  to  customers  and  large  subsets  of  both  dedicated  and  occasional  mobile  workers      

Addressing  sophisIcated  customer  engagement  and  all  mobile  workers  and  internal  acIviIes  

Prac=ces  Observed    General  App  Profile  –  Only  easily  accessible  content  is  integrated.  Difficult  integra=on  with  legacy  backend  data  systems    

General  App  Profile  –  Apps  can  access  data  with  complex  backends  and  content  sources.  Use  of  mobile-­‐only  aqributes  such  as  context  via  sensors    

General  App  Profile:  Addressing  sophis=cated  customer  engagement  for  all  customers  as  well  as  mobile  users,  workers  and  internal  ac=vi=es  enterprise  wide    

InteracIon  –  Apps  tend  to  be  one  direc=on  (like  news)  with  liqle  interac=on  and  no  transac=ons    

InteracIon  –  User  generated  content  as  well  as  transac=onal  interac=ons  for  both  customers  as  well  as  employees.  Push  and  other  mechanisms  used  to  increase  relevancy.    

InteracIon  –  User  generated  content  as  well  as  transac=onal  interac=ons  for  both  customers  as  well  as  employees  aligned  for  the  whole  corpora=on.  Integra=on  with  big  data  to  personalise  content    

User  journey  –  Immature  apps  from  a  user  journey  point  of  view    

User  journey  –  Mature  apps  from  a  user  journey  point  of  view  for  both  customers  as  well  as  employees.  Formalized  user  journey  app  development    

User  journey  –  Mature  apps  from  a  user  journey  point  of  view  for  both  customers  as  well  as  employees.  Formalized  user  journey  app  development      

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STRATEGY & ORGANIZATION (6/7)

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App  Lifecycle  Management    OpportunisIc   Strategic   Mobile  First  

Client  only  considers  the  nearby  future  for  the  app.  Client  runs  mobile  project  as  a  separate  silos    

Client  focuses  on  integral  mulI  plaform  development  and  maintenance.  Occasional  updates  for  new  funcIonality    

Drum  beat  like  lifecycle  with  future  proof  updates  of  hardware  and  socware  updates  from  vendors,  user  trends  and  demands.    

Prac=ces  Observed    Management  vision  –  emerging  roadmap  considera=ons.  Short-­‐term  app  func=onality  defined.  Reac=ve  app  lifecycle  maintenance.  Unexpected  backend  dependencies  frequently  arise.  Emerging  lifecycle  tooling.    

Management  vision  -­‐  Feature  and  content  App  roadmap  in  place.  Occasional  updates  with  new  func=onality.  Technical  (back-­‐end)  dependencies  are  part  of  the  roadmap.  Tools  are  used  to  facilitate  process  (e.g.  App  Lifecycle  Plaaorm)    

Management  vision:  Client  has  implemented  programme  management  to  manage  app  ecosystem  to  ensure  synchronise,  standardise,  reuse  etc.  Extremely  frequent  mul=ple  app  updates  on  mul=ple  plaaorms,  including  backend  and  security  updates    

Lifecycle  focus  -­‐  Focus  is  primarily  on  development.  Design,  test  and  maintenance  considera=on  are  emerging.  Fragmented  lifecycle  responsibili=es.    

Lifecycle  focus  –  Design,  tes=ng  and  maintenance  are  considered  equally  important  and  are  a  key  responsibility  of  a  Mobile  App  Competence  Centre    

DTAP  –  Embryonic  DTAP   DTAP    –  In  place   DTAP  –  DTAP  fully  integrated  in  Con=nuous  Integra=on  processes  and  tooling.    

Page 40: Webinar 1: Service2Media - app strategy and organisation

STRATEGY & ORGANIZATION 7/7

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Policies    OpportunisIc   Strategic   Mobile  First  

Few  formal  policies  with  decisions  heavily  user  influenced  

Policy  driven  approach  for  management,  security  and  compliance    

Policy  driven  and  "factory"  approach  to  mobile  innovaIon  re-­‐casIng  business  workflows  

Prac=ces  Observed    Influencers  –  Users  and  business  owners  determine  policy    

Influencers  –  Mobile  policies  are  determined  at  BU  level     Influencers  –  Mobile  policies  are  determined  a  tcorporate  level    

Wri^en  DescripIon  –  Emerging  policy  descrip=on     Wri^en  DescripIon  -­‐  Mobile  policy  descrip=on  is  available  at  BU  level  and  is  determining  project  approach,  compliance  towards  standards  and  security    

Wri^en  DescripIon  -­‐  Mobile  policy  descrip=on  is  available  at  corporate  level  and  is  determining  project  approach,  compliance  towards  standards  and  security      

ResponsibiliIes  –  Emerging  mobile  policy  ownership  (business/IT)    

ResponsibiliIes  –  Mobile  policy  owner  is  assigned  and  is  responsible  for  mobile  policy  change  management  and  corporate  alignment  (BU  level)  

ResponsibiliIes  –  Mobile  policy  owner  is  assigned  and  is  responsible  for  mobile  policy  change  management  and  corporate  alignment  (Corporate  Level)  

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MATURITY MODEL Goal, Axes, Level determination

   

OPPORTUNISTIC

Developing

Aware

STRATEGIC

Optimising

Practicing

MOBILE FIRST

Leading

   

   

   

OpportunisIc   Strategic   Mobile  First  

Strategy  &  OrganisaIon  

Prac=ce  observed  1   ✔   x  Prac=ce  observed  2   ✔   x  IniIaIon  &  Design  

Prac=ce  observed  1   ✔   x  Prac=ce  observed  2   ✔  Development  &  Maintenance  

Prac=ce  observed  1   x  

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The Maturity Model Basics Gap Identification

Page 43: Webinar 1: Service2Media - app strategy and organisation

STRATEGIC    BUSINESS  OBJECTIVES  

 Acquisi(on  Reten(on  Efficiency  

IMPACT   INNOVATIONS   USER  NEEDS  (Internal,  B2E  &  B2C)  

 Goals  

Emo(ons  Interac(ons  ISSUES   INSIGHTS  

TRENDS  &  ACCELERATORS    

Technology,  Behavioral,  Business  Trends  

CLOSING THE GAPS

Page 44: Webinar 1: Service2Media - app strategy and organisation

YOU ARE INTERESTED IN A MOBILE STRATEGY MATURITY ASSESSMENT?

[email protected]

44 Q&A

Page 45: Webinar 1: Service2Media - app strategy and organisation

Next Webinar February 13

45

App Center Initiation, App Initiation & Design