The School of Mobile Vol. 2 - The Detail
degree of integra�on will depend on the type of mobile offering that is being developed and
the type of company you are. There is also the ability to build APIs that sit between your core
systems and your mobile offerings that allow a ‘plug and play’ approach to developing mobile
services. Addressing integra�on challenges is certainly worth the effort and it is not something
you have to deal with on your own, the benefits of a closely integrated mobile offering can be
substan�al.
9. Privacy and security issues will stymie the development of mobile and prevent further uptake
so why invest scarce resources.
Although there is understandable concern regarding privacy and security issues, par�cularly
given that mobile is s�ll a wild-west fron�er with respect to governing privacy (i.e. in terms of
LBS and geo-tagged images), there is no real evidence to suggest that this will actually handicap
the march forward of mobile. There will be issues but these are not expected to be enough to
derail the further mobilisa�on of society. The crucial thing is to ensure that your travel company
adopts best prac�ce in terms of protec�ng peoples data, their privacy and in ensuring that your
mobile offerings are as secure as possible and that you are transparent and proac�ve about
dealing with these concerns. Privacy and security may cause poten�al mobile customers to
hesitate but they can be reassured as has happened with people’s acceptance of the internet
and how it has impacted their lives. So�ly and cau�ously is the way forward. Be wary of any
mobile solu�ons provider that is unable to sa�sfactorily address privacy and security issues,
there are plenty that will.
10. Mobile does not fit into my organisa�onal structure, it is too much of a nightmare internally
and no one wants to take responsibility or the lead on making mobile work.
Gaining internal buy in to mobile is an extremely important factor and not one that can be
taken for granted. Furthermore, the fact that mobile sits across the en�re travel buying cycle
makes it a coordina�on challenge in terms of determining which business units should be
involved, which geographies should be involved and which individuals should take the lead.
i.e. should it be the online team, marke�ng, sales, opera�ons, top management? What level of
internal human resource should be involved? Should it be a cross-func�onal team? Or should a
mobile working group be assembled? Should outsiders with mobile exper�se be brought in and
then socialised to the company culture, as per the Lonely Planet case study….the ques�ons are
legion and the answers will depend very much on the make up of the individual travel company
and their approach. Mobile is broad, deep and unique, so established project models do not
fit that well. So where does it fit? Again, it is possible to be successful. Lu�hansa for example
successfully involved three separate business units in their mobile project and this worked
very well. An individual within each business unit took the lead as the mobile project manager
for different aspects of the project and these individuals liaised with the solu�ons provider to
ensure things developed smoothly.
Go to Table of Contents Go to Table of Contents
178 © EyeforTravel Research. All rights reserved. © EyeforTravel Research. All rights reserved. 179
Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72  |  Page 73  |  Page 74  |  Page 75  |  Page 76  |  Page 77  |  Page 78  |  Page 79  |  Page 80  |  Page 81  |  Page 82  |  Page 83  |  Page 84  |  Page 85  |  Page 86  |  Page 87  |  Page 88  |  Page 89  |  Page 90  |  Page 91  |  Page 92  |  Page 93  |  Page 94  |  Page 95  |  Page 96  |  Page 97  |  Page 98  |  Page 99  |  Page 100  |  Page 101  |  Page 102  |  Page 103  |  Page 104  |  Page 105  |  Page 106  |  Page 107  |  Page 108  |  Page 109  |  Page 110  |  Page 111  |  Page 112  |  Page 113  |  Page 114  |  Page 115  |  Page 116  |  Page 117  |  Page 118  |  Page 119  |  Page 120  |  Page 121  |  Page 122  |  Page 123  |  Page 124  |  Page 125  |  Page 126  |  Page 127  |  Page 128  |  Page 129  |  Page 130  |  Page 131  |  Page 132  |  Page 133  |  Page 134  |  Page 135  |  Page 136  |  Page 137  |  Page 138  |  Page 139  |  Page 140  |  Page 141  |  Page 142  |  Page 143  |  Page 144  |  Page 145  |  Page 146  |  Page 147  |  Page 148  |  Page 149  |  Page 150  |  Page 151  |  Page 152  |  Page 153  |  Page 154  |  Page 155  |  Page 156  |  Page 157  |  Page 158  |  Page 159  |  Page 160  |  Page 161  |  Page 162  |  Page 163  |  Page 164  |  Page 165  |  Page 166  |  Page 167  |  Page 168  |  Page 169  |  Page 170  |  Page 171  |  Page 172  |  Page 173  |  Page 174  |  Page 175  |  Page 176  |  Page 177  |  Page 178  |  Page 179  |  Page 180  |  Page 181  |  Page 182  |  Page 183  |  Page 184  |  Page 185  |  Page 186  |  Page 187  |  Page 188  |  Page 189