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Title:Mobile wallets' business models : refining strategic partnerships
Authors:Buchinger, Uschi (Author)
Ranaivoson, Heritiana (Author)
Ballon, Pieter (Author)
Files:.pdf Organizacija_2015_Buchinger,_Ranaivoson,_Ballon_Mobile_Wallets’_Business_Models_Refining_Strategic_Partnerships.pdf (584,86 KB)
MD5: 2D698F289FBF30B868AE5F09FA47FAB2
 
URL https://www.degruyter.com/view/j/orga.2015.48.issue-2/orga-2015-0011/orga-2015-0011.xml
 
Language:English
Work type:Scientific work (r2)
Typology:1.01 - Original Scientific Article
Organization:FOV - Faculty of Organizational Sciences in Kranj
Abstract:Background and Purpose: Though Mobile Wallets have the potential to entirely substitute their physical predecessor, many Mobile Wallets narrow their operations to one particular feature. This might be because of strategic business- model design choices to position themselves strategically as intermediates between users and business partners (third parties) in more delimited markets. Thus, Mobile Wallet Applications (MWAs) often represent platforms in narrow two-sided market structures. Design/Methodology/Approach: The paper focuses on the economics of such platforms by the means of a business model analysis. It examines how business partners are integrated in four MWAs’ strategies: Key Ring, FidMe, Apple Passbook and Qustomer. Results: The paper shows that MWAs strive to incorporate not only a large quantity of partners but also such with a high brand value (quality of partners) in their organization design. These partners shape their service design since none of the platforms offer products or services themselves. Hence, MWAs are dependent on the third parties’ capacity and willingness to fulfill engagements and meet the customer demands. Conclusion: MWAs - though concerned with the inclusion and management of loyalty points and schemes - do not leverage the possibility to generate revenue via third parties’ loyalty points. Theoretically, MWAs could reward or redeem loyalty points themselves.
Keywords:mobile wallets, mobile wallet applications, loyalty schemes, business models, two-sided markets
Year of publishing:2015
Number of pages:str. 88-98
Numbering:št. 2, Letn. 48
ISSN:1318-5454
UDC:336.717.1:004
ISSN on article:1318-5454
COBISS_ID:283327488 New window
DOI:10.1515/orga-2015-0011 New window
NUK URN:URN:SI:UM:DK:ZSGWHXC6
Views:702
Downloads:86
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Record is a part of a journal

Title:Organizacija
Publisher:Fakulteta za organizacijske vede Univerze v Mariboru, Založba Moderna organizacija, Sciendo
ISSN:1318-5454
COBISS.SI-ID:610909 New window

Licences

License:CC BY-NC-ND 4.0, Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International
Link:http://creativecommons.org/licenses/by-nc-nd/4.0/
Description:The most restrictive Creative Commons license. This only allows people to download and share the work for no commercial gain and for no other purposes.
Licensing start date:04.12.2017

Secondary language

Language:Slovenian
Title:Poslovni modeli mobilne denarnice : izboljšanje strateškega partnerstva
Abstract:Ozadje in namen. Čeprav imajo mobilne denarnice potencial, da v celoti nadomestijo svoje fizične predhodnice, veliko ponudnikov mobilnih denarnic omejuje njihovo delovanje na le eno določeno funkcijo. Razlog zato je lahko v tem, da jih zasnova strateško poslovnega modela pozicionira kot posrednike med uporabniki in poslovnimi partnerji (tretjimi osebami) na več ločenih trgih. Aplikacije mobilne denarnice (MWAs) so pogosto postavljene v okolja ozkih dvostran­skih tržnih struktur. Zasnova / Metodologija / pristop. Članek se osredotoča na ekonomiko takšnih platform s pomočjo analize poslov­nega modela. Analizira, kako so povezani poslovni partnerji štirih v strategijah mobilnih denarnicah: Key Ring, FidMe, Apple Passbook in Qustomer. Rezultati. Članek pokaže, da si aplikacije mobilnih denarnic prizadevajo vključiti v svojo organizacijsko strukturo ne le veliko število partnerjev, temveč še posebej partnerje z visoko vrednostjo blagovne znamke (kakovost partnerjev). Ti partnerji oblikujejo zasnovo njihove storitve, saj nobeno od računalniških okolij ne ponuja izdelkov ali storitev samo po sebi. Zato je uspeh aplikacije mobilne denarnice odvisne od sposobnosti in pripravljenosti partnerjev, da izpolnijo zahtev kupcev. Zaključek. Aplikacije mobilne denarnice - čeprav se tudi ukvarjajo z vključitvijo in upravljanjem točk programov in zvestobe - ne izkoristijo možnosti za ustvarjanje prihodkov prek točk zvestobe tretjih strank. Teoretično bi aplikacija mobilne denarnice sama lahko nagradila ali odkupila točke zvestobe.
Keywords:plačilni promet, plačila, plačilni instrumenti, elektronsko poslovanje


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  1. Organizacija

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