Mobile Applications - Guide to Cloud Computing for Business and Technology Managers - page 484

As mentioned earlier, MAVs can be characterized in terms of the CVDs; only
four to six value determinants may be necessary to profile a market segment.
CVDs can be defined by obtaining data through
1. The customer value survey
2. Leaders in noncompeting areas
3. The best-in-class performance levels
4. Internal customers
A detailed customer value analysis analyzes the value gaps and helps in
further refining the goals of the process reengineering exercise. The value
gaps are as follows:
• Gaps that result from different value perceptions in different cus-
tomer groups
• Gaps between what the company provides and what the customer
has established as the minimum performance level
• Gaps between what the company provides and what the competi-
tion provides
• Gaps between what the organization perceives as the MAV for the
identified customer groups and what the customer says are the cor-
responding MAVs
It must be noted that analyzing the value gaps is not a one-time exer-
cise; neither is it confined to the duration of a cycle of the breakthrough
improvement exercise. Like the BPR exercise itself, it is an activity that
must be done on an ongoing basis. Above all, selecting the right processes
for an innovative process reengineering effort is critical. The processes
should be selected for their high visibility, relative ease of accomplishing
goals, and at the same time, their potential for great impact on the value
determinants.
22.3 Mobile-Enabling Business Processes
This section explores the motivations behind mobile enabling business pro-
cesses. The key motivation for mobile enabling business processes is the
need to serve customers faster and reduce costs. Globalization and intense
competition demand that businesses respond faster to changing market and
customer needs, by reducing time-to-market for products and services and