Mobile technology and the value chain: Participants, activities and value creation

Coursaris, Constantinos; Hassanein, Khaled; Head, Milena Article Mobile technology and the value chain: Participants, activities and value creation International Journal of Business Science & Applied Management (IJBSAM) Provided in Cooperation with: International Journal of Business Science & Applied Management (IJBSAM) Suggested Citation: Coursaris, Constantinos; Hassanein, Khaled; Head, Milena (2008) : Mobile technology and the value chain: Participants, activities and value creation, International Journal of Business Science & Applied Management (IJBSAM), ISSN 1753-0296, International Journal of Business Science & Applied Management, s.l., Vol. 3, Iss. 3, pp. 14-30 This Version is available at: https://hdl.handle.net/10419/190598 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. 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Journal of Business Science and Applied Management, Volume 3, Issue 3, 2008 Mobile technology and the value chain: Participants, activities and value creation Constantinos Coursaris Department of Telecommunication, Information Studies, and Media Michigan State University, East Lansing, Michigan, U.S.A., 48824 Tel: +01 517 353 3122 Fax: +01 517 355 1292 E-mail: [email protected] Khaled Hassanein DeGroote School of Business McMaster University, 1280 Main Street West, Hamilton, Ontario, Canada, L8S 4M4 Tel: +01 905 525 9140 Fax: +01 905 528 0556 E-mail: [email protected] Milena Head DeGroote School of Business McMaster University, 1280 Main Street West, Hamilton, Ontario, Canada, L8S 4M4 Tel: +01 905 525 9140 Fax: +01 905 526 0852 E-mail: [email protected] Abstract Technology has evolved significantly and it is increasingly being used by businesses and consumers alike. Technologies such as those supporting electronic business (e-Business) and mobile business (mBusiness) are being used across organizations extensively in an attempt to improve operations and subsequently translate in either financial gains or strategic advantages. Opportunities for realizing either of the two types of benefits can be identified through an examination of a business’ value chain. This conceptual study begins by proposing a business-centric interaction model that helps explain the interactions among all participants involved in an organization’s possible activities. The paper then explores the potential fit of wireless and mobile technologies across a company’s value chain through the citation of potential mobile and wireless business applications currently available. Finally, a discussion on the expected benefits and relevant concerns of mobile technology, as well as considerations for future research are provided. Keywords: mobile technology, value chain, mobile applications, m-Business, concerns Acknowledgements: The authors thank the journal’s reviewers for their comments. An earlier version of this paper was presented in the 2006 International Conference on Mobile Business (ICMB), Copenhagen, Denmark, June 26-27, 2006. Int. Journal of Business Science and Applied Management / Business-and-Management.org 15 1 INTRODUCTION Technology has evolved significantly and it is increasingly being used by businesses and consumers alike. For businesses, the last two decades have been marked by the transition of large and cumbersome mainframe computing systems, to personal computers offering increased capabilities and occupying only a small area of personal and work space. The latest innovation is found in mobile devices that introduce higher levels of flexibility and personalization. Technologies such as those supporting electronic business (e-Business) and mobile business (m-Business) are being used across organizations extensively in an attempt to improve operations and subsequently translate in either financial gains or strategic advantages. Opportunities for realizing either of the two types of benefits can be identified through an examination of a business’ value chain. The paper begins by defining m-Business and presenting a business-centric interaction model that helps explain the interactions among all participants involved in an organization’s possible activities. Then, an overview of the value chain and the impact of m-Business on it are provided through the citation of potential mobile and wireless business applications currently available. Finally, a discussion on the expected benefits and relevant concerns of mobile technology, as well as considerations for future research are provided. 2 M-BUSINESS Mobile business (m-Business) can be defined as electronic business interactions/transactions enabled at least in part by mobile technology that may target businesses and consumers alike (Coursaris and Hassanein, 2002). For the purpose of this paper the term m-Business incorporates m-Commerce activities which represent the transactions enabled by mobile technology. There are several mobile technologies that support m-Business. These are typically grouped as devices and networks (White, 2005). Mobile devices range from small radio frequency identification (RFID) and global positioning system (GPS) chips to barcode scanners and wirelessly-enabled handheld personal computers. Mobile networks range from Bluetooth and RFID readers to mobile telecommunications networks and GPS. These mobile technologies are being used by organizations to help address their needs while offering opportunities for flexibility and customization. Unlike e-Business, which leverages wired and consequently immobile access points (e.g. PCs), mBusiness offers value by enabling users to be mobile and reachable anytime and anywhere. Therefore, value creation can occur by supporting either mobile users (e.g. employees) or mobile activities (e.g. tracking raw materials and supplies). A growing industry trend is found in Fixed-Mobile Convergence (FMC), in which centralized management and infrastructure support a mobile workforce, providing ―full access to business applications from any location or network connection‖ (Winther, 2007). Thus, the greater the size of the mobile workforce and/or the higher the ratio of mobile activities within an organization, the greater the value proposition of m-Business for a firm. It is therefore important to explore the types of wireless interactions relevant to businesses. 3 A BUSINESS-CENTRIC MODEL OF MOBILE INTERACTIONS In crafting the value proposition of m-Business for a business, three components are of interest: relevant actors, unique attributes of mobile technology, and the types of activities supported. We begin by identifying the relevant actors. These are described below and included in Figure 1, where interactions occurring among them within a wireless environment (i.e. at least one actor is using the wireless channel) are mapped: Employees (E) – These are individuals that are part of an organization (in Figure 1 the association is identified by the matching subscripts, e.g. Business 1 has two employees E1A and E1B). Employees may need or want to interact with other colleagues or employees of other businesses. In addition, employees may be at the receiving end of an interaction initiated by both internal and external information systems. One example of a business application in this area is wireless notification by a System via SMS for a critical update. To this end, the possible wireless interactions are Employee-to-Employee (E2E), Employee-to-Consumer (E2C), and Employee-toSystem (E2S). It is important to note that most such interactions could naturally involve activities in the reverse direction, e.g. a wireless System-to-Employee (S2E) interaction mode as well. Constantinos Coursaris, Khaled Hassanein, and Milena Head 16 Systems (S) – These are machines that are run by businesses and could either be front-end (e.g. web interface) or back-end systems (e.g. corporate database). An example of this type of interaction is an employee engaged in wireless (and possibly remote) access of the business’ Enterprise Resource Planning (ERP) system. To this end, the potential wireless interactions are System-to-Consumer (S2C), System-to-Employee (S2E), and System-to-System (S2S). Again, the activity could occur in the reverse direction as well. Consumers (C) – These are individuals that a business may interact with wirelessly. One example is an interaction between an employee and the consumer by means of SMS or e-mail. To this end, the potential wireless interactions are Consumer-to-System (C2S), Consumer-to-Employee (C2E), and Consumer-to-Consumer (C2C) to the extent it relates to the business activities (e.g. community-based interactions). Figure 1: A Business-Centric Model of Mobile Interactions Key: The Business entity shows two potential employees (E1A and E1B), and a potential internal I.T. system (S1) The Business Customers and/or Suppliers entity shows a potential employee (E2A), and an I.T. system (Ss) The Consumers entity shows two potential consumers (C1 and C2) Having identified the mobile interactions, the next relevant component in formulating a value proposition for mobile technology to organizations is to understand its unique or enhanced attributes, which include connectivity, personalization, and localization (Turban, 2002). Connectivity - A wireless infrastructure enables mobile workers with 24/7 connectivity supporting ―anytime, anywhere‖ communication and information exchange. Personalization - Mobile devices are typically assigned to single users, who are then able to personalize interface and application settings that may not only increase their satisfaction with using the device but may also improve the efficiency and effectiveness of the system. S1 S2 E1A E1B E2A C2 Business Business Customers / Suppliers Consumers C1 Int. Journal of Business Science and Applied Management / Business-and-Management.org 17 Localization - Localization is particularly important as it adds a new dimension to reachability extending from the Internet’s ability to reach a location (i.e. IP address) to reaching a user (i.e. a mobile worker) or an item (e.g. tracking a shipment). The context of value creation for mobile technology becomes complete by the types of organizational activities supported. These activities are explored next in more detail within the framework of Porter’s (1985) value chain. 4 THE VALUE CHAIN Michael Porter (1985) coined the term ―value chain‖ as the set of linked activities performed by an organization that impact its competitiveness. As seen in Figure 2, the value chain consists of five primary and four support activities. Primary activities are directly concerned with the creation or delivery of a product or service. These include inbound logistics (e.g. receiving and storing raw materials), operations (e.g. converting raw materials through manufacturing into finished goods or service creation process), outbound logistics (e.g. delivering of goods or services to customer), marketing and sales (e.g. identifying opportunities and processing customer orders) and service (e.g. providing after-sales support to customers). These primary activities are facilitated by support activities, which include infrastructure (e.g. organization-wide administrative and managerial systems), human resource management (e.g. managing personnel), technology development (e.g. R&D and continuous enhancements of technology-related activities), and procurement (e.g. purchasing materials and equipment). Support activities span the entire organization, as shown in Figure 2. For example, technology development initiatives could attempt to optimize business activities such as fleet management (inbound/outbound logistics), assembly line operation (operations), sales processing (marketing and sales), and help desk (service). In addition, technology optimization may be used in streamlining operations and freeing up resources ―for the strategic initiatives that drive growth and competitive advantage, and accelerate time to business outcomes‖ (HP, 2007). ―Margin‖ refers to the potential profit margin that an organization could realize through the sale of its product or service, provided the customer is willing to pay more than the cost of the good sold (i.e. cost of all value chain activities involved, from start to finish, in selling a good). Figure 2: Porter’s Value Chain (Source: Porter, 1985) Organizations search constantly for technological opportunities that could yield a lower cost of the goods sold, increased revenue, or improved customer satisfaction, all of which would translate into strengthening a firm’s viability. The next section examines how mobile technology can impact an organization’s value chain in these areas. Constantinos Coursaris, Khaled Hassanein, and Milena Head 18 5 MOBILE TECHNOLOGY AND THE VALUE CHAIN In a landmark paper, Porter examines the impact of the Internet on the competitive positioning of a firm (Porter, 2001). In this work he argues that the basic tool for understanding the impact of information technologies, such as the Internet, on companies is the value chain. According to this approach, the impact of information technologies on a company can be assessed by examining the influence of such technologies on the primary and support activities in the value chain. Here, we employ this approach to gain an understanding into the impact of mobile technologies on companies. Primary activities Inbound / Outbound logistics During these activities a company manages the process of receiving, storing raw materials (i.e. supplies), and distributing finished goods to customers. Supply chain integration and demand chain management are recent extensions in enterprise modeling that require a novel enablement of ondemand information exchanges (Hsu et al., 2007). These information exchanges typically involve a large number of enterprise databases that belong to multiple business partners, and consequently visibility of materials and resources facilitates operational readiness in receiving and delivery timeliness. A current trend highlights the implementation of RFID-augmented systems to integrate enterprise information along the life cycle of a product (Hsu et al., 2007). RFID tags can be used to track products throughout the entire shipment process (AT&T, 2007c), improving the efficiency of placing new items on the sales floor. For example, after the deployment of their new RFID tagging system, Wal-Mart realized a 19% increase in their use of (RFID tagged) promotional display items. This improvement was attributed to the displays being put up on time and in a correct manner because of the information carried on the RFID tagging system (Hoffman, 2006). In the absence of such visibility, errors can be costly for both inbound logistics, where wrong shipments translate to problems down the supply chain (e.g. meeting outbound deadlines), as well as for outbound logistics where unfeasible order confirmations would otherwise be rejected or rescheduled had realtime inventory data been available at the time the order was being made (Ericson, 2003). Logistics activities can yield strategic business value for a company by lowering distribution costs, reducing inventory, improving customer service, and increasing working capital (Roberts, 2002). Typically neglected, effective inbound logistics can also create value through shorter production and time-tomarket cycles of goods produced by the company. E-Business has been instrumental in generating significant savings during these activities by optimizing processes that previously had been predominantly handled manually. With extensive eBusiness applications available in this area, the main driver for using mobile technology is the inherent nature of mobile activities occurring in this segment of a firm’s value chain. Receiving raw materials may require the use of a vehicle fleet (e.g. trucks) operated by the company. In this case, wireless fleet management enables real-time visibility of shipment status and performance reporting by providing the location of the shipment’s delivery vehicle. For highly valuable products, web-based wireless itemtracking is also possible. Wireless modules are integrated in barcode scanners that allow for automatic registration of shipped products at designated transfer points. This information is then sent wirelessly to a central server for storage. Wireless item-tracking is one of many applications of RFID technology (AT&T, 2007c), making it even more valuable at locations where barcodes cannot be read by fixed devices. In addition, two-way connectivity between mobile workers (e.g. drivers) and dispatch allows for real-time driving directions, route changes, and delivery schedule updates. General Motors and Siemens are just two of many vendors offering wireless fleet management solutions. These solutions typically make use of the Java2ME platform combined with GPS and GSM/GPRS and other digital networks to enable real-time connectivity between the vehicle, the mobile worker, and dispatch. Solutions are web-based and do not require additional software beyond a web browser (Siemens, 2004). In addition to the above benefits, fleet management is optimized with integrated wireless solutions. By monitoring a vehicle’s status wirelessly, companies are able to improve their ―situational awareness, security and decision making in tracking and managing shipments… as they move through global supply chains‖ (Biesecker, 2006). This area presents significant opportunity for mobile solution providers, since one-third of U.S. transportation companies have been using mobile technology since 2003 (Collett, 2003). Enabling their entire fleet with wireless tracking and messaging can result in these companies eliminating loading errors, improving productivity, and customer service. In a related example, FedEx adopted handhelds that allowed for data exchange directly with the company’s backend system and its Web-based item-tracking application (Collett, 2006). In another case, Lockheed Int. Journal of Business Science and Applied Management / Business-and-Management.org 19 Martin teamed up with Savi technology to track all of its shipments using RFID-integrated packaging. Not only can customers track the location of their orders, ―the tags can also be equipped with sensors that measure humidity, temperature, light, and vibration, which let the shippers know the condition of their goods and whether security may have been breached‖ (Biesecker, 2006). 20th Century Fox Home Entertainment International was successful in implementing a mobile strategy that involved the use of wireless devices by sales advisors in the UK market. These mobile professionals switched from the traditional pen-and-paper system to wireless PDAs and Bluetoothenabled mobile phones for collecting necessary information (e.g. retail store DVD stock levels). An integrated SCM solution that exploited the capability for data synchronization via the wireless Web resulted in improved logistics: the stock replenishment cycle shrunk from three days to one day, while product returns diminished from six-seven weeks to one day. A number of additional benefits apply throughout the value chain, including a five percent increase for on-shelf product availability, a ten percent increase in sales, and a 150-labour-hours-per-month reduction in capturing data (Extended Systems, 2004). Operations Operations reflect value-creating activities that transform inputs into final products or services. With emphasis on manufacturing and warehouse activities, mobile technology presents organizations with an opportunity to introduce new or enhanced business processes that would result in greater productivity, efficiency, and effectiveness. It could also result in increased employee satisfaction and lower voluntary turnover (AT&T, 2007c). The use of mobile technology in manufacturing is particularly evident in the automotive and aerospace industries, where approximately two-thirds of all U.S. based companies are actively using it. For example, General Motors installs wireless computers on forklifts so that drivers can send and receive data, such as work instructions and updates, directly from the factory or warehouse floor. This ability is expected to yield savings in excess of one million dollars at a single GM facility by decreasing use of the forklifts by 400 miles per day, and also in productivity increases as the number of deliveries doubled since implementing the wireless solution (Collett, 2003). Another opportunity for wireless operations is found in quality control (AT&T, 2007c). MicroElectroMechanical Sensors (MEMS) are being developed that will allow for wireless detection of defects. These sensors will identify out-of-range vibrations in industrial equipment and send, and receive data wirelessly with a range of one thousand feet (Collett, 2003). Their small size, approximately the size of a grain of sand, makes them particularly suited for installation on cumbersome machinery, for which quality inspections would otherwise be lengthy and consequently costly. Predictions of wireless operations in the future show a trend toward machine-to-machine (M2M) communications – or S2S according to Figure 1 - for tracking maintenance, service, and status issues (Morley, 2007). By utilizing databases and wireless networking technologies, machines within an operations facility can be monitored automatically, reducing the amount of human labour hours needed to maintain manufacturing equipment. Real-time wireless asset tracking and inventory visibility is also employed in Operations. Through the use of location-based technologies, e.g. radio frequency identification (RFID) tags and wireless access points (Bryant, 2007), items moved around in a particular facility can be tracked continuously. This allows for faster retrieval of needed items, thus lowering labour costs, increasing productivity and expediting delivery to customers, and subsequently improving customer satisfaction (Collett, 2003). Until recently, the adoption of such technology has been scattered and limited. However decreases in costs and improvement in sensitivity, range and durability have enabled more widespread use of RFID in logistics and operations (Williams, 2004). Powerful players, such as Wal-Mart, have encouraged adoption by requiring their top 100 supplies to place RFID tags on shipping crates and pallets as of January 2005. By the end of 2007, Wal-Mart had over 600 suppliers on board. After two years of RFID implementation, Wal-Mart is starting to reap the benefits, including a 26% reduction in stockouts along with a plethora of available logistics and sales data (Hoffman, 2006). BMW is another company that has benefited from RFID implementation by utilizing this technology in its Assembly Finish System to locate any vehicle coming off the assembly line and being parked in any one of 3000 spaces available on site. Similar benefits to those described above are realized through a web-based solution that graphically displays the location of each car on site (WhereNet, 2004). Inventory visibility is also critical in parts replenishment. Several automakers have implemented wireless solutions that support ―just-in-time‖ manufacturing processes. Typically, the solution continuously monitors and updates inventory levels as stock is being used, and automatically sends a wireless request specifying the type, volume, and delivery location of a material when needed in real- Constantinos Coursaris, Khaled Hassanein, and Milena Head 20 time. This is an innovative alternative to the traditional ―paper-based Kanban parts replenishment systems or hardwired electronic call systems, and it offers the twin advantages of low installation costs and unparalleled flexibility in industrial manufacturing environments‖ (WhereNet, 2004). Benefits include lower inventory levels, decreased operating costs, and improved productivity, all of which contributed in a significant ―Return On Investment‖ (ROI) of less than one year in the case of the Hummer vehicles. Similar benefits were gained by Monroe Truck Equipment by replacing a broad supplier base with a single provider of raw materials (steel), all enabled through the implementation of a novel wirelessly-enabled just-in-time ordering system (Anonymous, 2007). Moving away from plant operations and manufacturing, mobile technology can offer significant benefits in the service industry as well. YouthPlaces, a non-profit organization offering youth-related after-school programs, was able to leverage scannable I.D. cards and wireless devices in tracking youth participation in real-time as opposed to experiencing a 30-day lag. This information was then used for activities such as staff scheduling and training (Extended Systems, 2004). Marketing and Sales M-Business has been argued by many to be a new channel for commerce. While the objective here is not to support or reject this view, mobile technology certainly enables uniquely two elements of the marketing mix, namely promotion and place (or distribution). Promotion takes the form of wireless advertising and, although it is still at its infancy, it presents significant potential as wireless devices increasingly penetrate the consumer market. Coupled with location-based technology and future builtin sensors and personalization capabilities, wireless promotions can be targeted and more effective. Extending from the promotional opportunities presented, distribution of goods and services to a wireless device is a novel capability, allowing for immediate access/delivery of pertinent data, such as business-related information. By improving the availability of information, mobile workers are more knowledgeable and consequently more productive and effective in satisfying customer needs. Through mobile technology, customer concerns can be addressed immediately by accessing needed resources (e.g. questions on product specifications), without mobile workers having to prepare and carry excessive amount of paper documentation. Finally, in terms of sales, wireless point-of-sale devices enable immediate order fulfillment, reduce the incidence of incomplete transactions (e.g. abandoned shopping carts on the wired Internet), reduce paperwork and waste, improve accuracy of orders, and enhance customer service. To illustrate these three wirelessly-enabled areas, namely promotion, distribution, and sales, the following examples are cited. Wireless Point-of-Sale (POS) devices are being utilized in retail settings to help employees assist customers on the sales floor without requiring them to wait in long lines for price queries and item availability. On-demand service helps reduce customer turnover, especially during the holidays when large crowds and long lines deter customers (AT&T, 2007a). As an example of promotional activities enabled by mobile technology, SkyGo has been delivering advertisements on wireless devices. Initial consumer feedback has been positive, in particular for time-sensitive coupons from restaurants and media related-promotions such as audio clips for upcoming concerts and movie trailers that further allow users to buy tickets from their wireless Web-enabled phones (News.Com, 2001). While potential benefits of wireless promotions are extensive (e.g. high recall and response rates, reaching clients in a high-growth market sector) (Bergells, 2004), businesses need to place the consumer at the centre of such campaigns and effectively address their concerns. The consumer’s ability to personalize the type, volume, and delivery time of advertisements are key success factors in obtaining customer acceptance of this service. In addition to wireless advertising, other forms of wireless promotions include mobile research surveys, e-news sponsorships, and banner ads displayed on wireless Websites. In terms of distribution, mobile technology provides a new channel for the delivery of simple information such as static web pages, dynamic real-time updates such as location-based traffic information, and rich media such as video streaming of news and movies. Users of web services over mobile phones benefit from ―anytime connections,‖ enabling activities that required time-sensitive data. Services such as driving directions and weather updates are frequently needed in a mobile setting where a wired connection is not feasible (e.g. while traveling). Mobile e-mail access also helps users increase productivity and respond to important information in a timely manner. These services are being utilized by employers desiring a centrally managed mobile workforce. For example, MyPrimeTime utilizes wireless distribution of its articles in real-time to members’ mobile devices. These life management related articles can be viewed directly on Web-enabled mobile phones or downloaded for future access on a PC via synchronization. To achieve this, MyPrimeTime has partnered with AvantGo to make use of the latter’s mobile Internet service (Petersen, 2000). Int. Journal of Business Science and Applied Management / Business-and-Management.org 21 Drawing from sales applications, Nappi sales force uses wireless devices to send in orders directly to the corporate back-end system, allowing for timely load and schedule updates, which are then automatically forwarded to the plant. Mobile workers are able to save time from placing phone calls to complete an order and the company realizes savings in terms of communication costs. A barcode scanning feature of some mobile devices further reduces the time to complete a sales transaction and eliminates errors as sales people are not required to key in the order (Collett, 2003). A similar solution implemented by M.R. Williams, a wholesale distributor of various products, involves the use of PDAs for the collection and wireless transmission of critical data (e.g. inventory levels) from retail stores to corporate back-end systems. This integrated approach resulted in sales increases of 34 percent in the first year of the system’s use, as well as in freeing up 60 percent of field sales consultants’ time by automating product returns and credits. Additional benefits include improved customer satisfaction and inventory control, as well as increased efficiencies and profits (Extended Systems, 2004). Service Corporate responsibility does not end with the sale of a product or service. It continues with ongoing support through after-sales activities that aim to maintain or enhance product value. Most often access to information in a timely manner is a critical component in this endeavor. The flexibility of mobile technology is ideal for supporting mobile workers in unplanned situations that call for information with high variability. Equipping mobile workers with knowledge enhances their ability to solve even the most challenging business problems in less time while improving productivity and customer service (IBM, 2004). The ability to provide time-sensitive information to mobile workers is a growing competitive necessity. Mobile technology can support collaboration through anytime anywhere access to important information including discussions, documents, workflows, notifications, and e-mail, and provides mobile workers with abilities of synchronization, working offline, and flexibility in the device type used. SiteScape addresses this need for information availability through its wireless collaboration solution. Mobile workers have access to corporate information and key business applications such as Customer Relationship Management (CRM), Sales Force Automation (SFA), Supply Chain Management (SCM), and others that improve productivity, reduce cost of communication, and convert captured data into knowledge thus providing a competitive advantage. Similar benefits can be found through push applications such as emails and system updates (e.g. security updates) sent to wireless devices without requiring mobile workers to log in (Ewalt, 2003). As illustrated through the previous examples, most of these benefits can be realized during other activities as well and not only for Service. Mobile technology can benefit not only businesses and mobile workers, but also customers. Service technicians are equipped with wireless laptops that contain a library of product repair information (e.g. schematics). When a part is required service technicians can immediately place the order wirelessly directly with the supplier (Collett, 2003). This results in a faster repair and consequently improved customer satisfaction. A similar situation is encountered in the health care industry: integrated mobile devices assist health care professionals with checking-up on patients, keeping track of patient status and medications. Mobile integration offers further benefits by helping workers locate necessary equipment and other workers in emergencies, when time is critical (AT&T, 2007a). In the service industry, caregivers for in-home patient care employed by STBNO were equipped with wireless PDAs that provide them with current information and real-time updates in terms of patient schedules and care data. With just one fourth of the work force enabled with the new system, the company has achieved a five percent increase in field service productivity. 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