The way in which enterprises use mobile solutions has come a long way in just a few short years. That journey has already seen the use of mobile maturing from a communication channel largely driven by marketing to an omni-channel, disruptive force used strategically to empower employees and customers.

But for most organizations the path to full maturity is a long one. If enterprises are going to get the most from mobile technologies over the next few years they will have to ensure that their mobile strategy is closely aligned with their business requirements.

New research suggests that marketing and communications will continue to be a key part of companies’ mobile strategies: According to specialist digital marketing company eMarketer, mobile’s share of total advertising spend in the UK will overtake print (newspapers and magazines) in 2015 and TV channels the following year. By 2018, eMarketer expects mobile to claim almost 40% of total paid media spend of £17.67 billion in the UK. []

Yet it is those organizations that are able to fully integrate mobile into the digital experience that will gain most in terms of productivity and profitability.

Coca-Cola, for example, as part of its 2020 Vision growth strategy, is putting in place technology and processes to integrate data streams across its systems and those of its partners, in order to facilitate more dynamic decisions on pricing, products and promotion, and to better engage with multimedia-savvy consumers. By leveraging real-time analytics and mobility, it plans to run integrated engagement, loyalty and rewards programs across different channels including social media and mobile, targeting individual consumers based on their buying behavior and product preferences.

To achieve such levels of mobile sophistication requires a different way of thinking. Enterprises must ensure that employees and customers are an integral part of their mobile strategy. For a truly successful, end-to-end mobility strategy, enterprises need to include input from individuals across the entire organization at all levels, and from partners and customers. And they need to ask how mobile products and solutions can drive growth and profitability for employees and customers alike.

Putting the right people in place to drive the mobile vision is an essential first step. An effective mobility strategy can then be defined by addressing key areas that ensure projects are aligned with business goals: policies, objectives, technology, management and scope. And to ensure that strategy stays in line with evolving business needs, enterprises also need to measure their mobility solutions over time against key performance indicators, evaluating current status and future requirements.

Mobility has certainly come a long way in a short time, but there is still a way to go. Those organizations that stay in control, matching their vision with business objectives, will be best placed to leverage mobile as a strategic customer and employee channel.