ABSTRACT
Chapter Key Points Discusses the ongoing management of mobile business after transition ◾ Presents the posttransition growth and expansion strategies for mobile busi-◾ ness as well as user value creation through mobility Focuses on the importance of “value creation” by mobile businesses ◾ Highlights the responsibilities of a mobile business beyond profit and the use ◾ of mobile business processes to provide that value to users, including customers and employees Outlines some of the new horizons, such as mass customization, made pos-◾ sible owing to maturity of mobile businesses; outlines the need for innovations and risk taking in mobile business
Introduction The enactment of the Mobile Enterprise Transition (MET) framework as outlined in the previous chapter results in a mobile enterprise. Depending on the state of mobile maturity achieved, this mobile enterprise will have opportunities to expand and grow in many directions. This chapter discusses the growth, expansion, and management of such a mobile enterprise after its successful transition. This growth and ongoing management of mobile enterprises requires a synergy between the existing principles and practices of management and the upcoming challenges of managing a business that is based on mobility. The challenges of managing a mobile business stem primarily from the fact that such a business is part of a business ecosystem that is continuously changing. A dynamic business ecosystem forms clusters of collaborating businesses that come together to serve a particular customer need and then disperse posthaste. Mobile businesses pose further challenges to electronic collaborations (Unhelkar et al. 2009) because of mobile Web services, which, as discussed throughout this book, are location and time independent. However, in addition to the challenges of transitioning the enterprise, this chapter discusses issues related to ongoing growth and management of the enterprise based on the concepts of mobility.
