The mobile commerce value chain: analysis and future developments

Barnes, Stuart J.

doi:10.1016/s0268-4012(01)00047-0

Cited by 401 publications

(193 citation statements)

References 4 publications

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“…This market is currently reasonably competitive, with a variety of operators competing for added value in the face of falling average revenue per customer. However, operators are beginning to leverage their infrastructure advantages in transport to enable movement along the value chain towards mobile services, delivery support and market making [26]. Consolidation through merger and acquisition in this market is another trend.…”

Section: Suppliersmentioning

confidence: 99%

Mobile banking: concept and potential

Barnes

Corbitt

2003

IJMC

Self Cite

191

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Abstract:The internet and the mobile phone -two technological advancements that have profoundly affected human behaviour in the last decade -have started to converge. The products of this association are mobile data services. Using a variety of platforms, services are being created to enable mobile devices to perform many activities of the traditional internet, albeit in a reduced format for mobile devices. One area of activity is mobile (m-) banking (one of the first areas of commercial transaction on the wireless internet). Banking is an area that has extended in many different ways in recent years, including telephone and online banking. M-banking provides yet another channel for banking services, and in emerging markets, provides some possibility for becoming a primary channel. This paper examines the strategic implications of m-banking and the strategic positioning of m-banking services in different markets. The paper concludes with a discussion of the future for m-banking services.Keywords: Mobile commerce; mobile banking; strategy; markets; technology acceptance; benefits.Reference to this paper should be made as follows: Barnes, S.J. and Corbitt, B.

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Section: Suppliersmentioning

confidence: 99%

Mobile banking: concept and potential

Barnes

Corbitt

2003

IJMC

Self Cite

191

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“…Traditionally, in the mobile application industry, there are several actors intervening along the value chain [1,2,3,4,5,6,7]. Each actor has its own importance and role.…”

Section: Introductionmentioning

confidence: 99%

Mobile Application Market: A Mobile Network Operators’ Perspective

Holzer

Ondruš

2010

Lecture Notes in Business Information Processing

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Abstract. The mobile telecommunication market has recently been shaken by the arrival of new actors, such as Apple and Google. As a consequence, the relatively well-established mobile network operators (MNO) have to rethink their position in the market if they want to participate in the growth of mobile telecommunication revenues. Mobile applications and services are being seen as great opportunity of new revenue sources. However, with the current market structure, MNOs do not hold a privileged position compared to mobile platforms providers such as Apple with iTunes. In this paper, we assess whether or not there is still space in the mobile application market for MNOs. In order to do so, we examine different roles in the mobile application value chain and determine how MNOs can position themselves in this turbulent new market. Our analysis shows that MNOs will have to focus on their core business as network provider and establish alliances with platform providers.

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“…The new information economy: opportunities for mobile services The diffusion of mobile commerce services, where consumers conduct commercial transactions via their wireless device, has been very poor so far due to high cost, slow transmission rates, high power consumption of devices and inadequate mobile interfaces (Barnes, 2002). Current mobile networks are mainly based on second-generation (2G) technology, e.g.…”

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confidence: 99%

Antecedents of project learning and time‐to‐market during new mobile service development

Blažević

Lievens

Klein

2003

International Journal of Service Industry Management

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Mobile service innovations are crucial for the long-term success of companies operating in turbulent and uncertain environments. These innovations need to be introduced at a rapid pace while at the same time companies have to absorb market information during the new mobile service development. Hence, the purpose of this paper is to construct a conceptual framework on the critical antecedents of project learning and time-to-market during new mobile service development. An extensive case study research involving four innovation projects was performed in a leading Dutch telecommunications company. With respect to project learning, our research findings indicate the crucial influence of a flexible decision architecture, project team memory, a high information awareness and a good fit between information requirements and capabilities. Both innovative and coordinative communication are required throughout the service innovation process. With regard to time-to-market, our research results point to the essential impact of project complexity, top management support, information power of suppliers and technological synergy. Finally, a medium level of project learning is the ideal condition for a fast time-to-market during mobile service innovation.

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The mobile commerce value chain: analysis and future developments

Cited by 401 publications

References 4 publications

Mobile banking: concept and potential

Mobile banking: concept and potential

Mobile Application Market: A Mobile Network Operators’ Perspective

Antecedents of project learning and time‐to‐market during new mobile service development

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