m-dagang
TRANSCRIPT
SOALAN 2
Bincangkan apakah faedah M-Commerce kepada perniagaan dan pengguna di
Malaysia. Apakah cabaran yang bakal dibawa oleh M-Commerce?
Abstract
Mobile phones, mobile Internet access, and mobile commerce are growing much
faster than their fixed counterparts. Several characteristics of mobile networks make
them more attractive than fixed networks for less developed countries and for those
countries that want to “leapfrog” the leading IT nations.
To exploit the new mobile communications infrastructures, companies from
developed as well as developing countries are rapidly integrating m-commerce
technology into their business models. Countries around the world, however, exhibit
considerable heterogeneity in their adoption of mobile phones and m-commerce
technology.
Introduction to M-Commerce
In principle, any transaction with a monetary value conducted via mobile
communication networks can be considered “m-commerce”. As such, m-commerce is
an extension of PC-based e-commerce to mobile devices - e-commerce for users on
the move. However, due to its specific characteristics – ubiquity, user friendliness,
localisation capabilities - m-commerce has the potential to expand to entirely new e-
commerce areas, creating new consumer habits and lifestyles.
Mobile Commerce (also known as M-Commerce, mCommerce or U-Commerce,
owing to the ubiquitous nature of its services) is the ability to conduct commerce,
using a mobile device e.g. a mobile phone ( or cell phone), a PDA, a smartphone
while on the move.
Mobile commerce is currently mainly used for the sale of mobile phone ring-tones
and games, although as 3G services roll out it is increasingly used to enable
payment for location-based services such as maps, as well as video and audio
content, including full length music tracks. Other services include the sending of
information such as football scores via SMS.
Currently the main payment methods used to enable mobile commerce are:
premium-rate calling numbers,
charging to the mobile telephone user's bill or
deducting from their calling credit, either directly or via reverse-
charged SMS.
Mobile commerce was coined in the late 1990s during the dot-com boom. The idea
that highly profitable mobile commerce applications would be possible though the
broadband mobile telephony provided by 2.5G and 3G mobile phone services was
one of the main reasons for hundreds of billions of dollars in licensing fees paid by
Malaysian telecommunications companies such as Celcom and Maxis for 3G
licenses.
Other examples of mobile commerce applications are information-on-demand
systems like news services or stock tickers, banking and stock brokerage
applications by SMS, WAP or iMode.
Trends in M-Commerce
PDA’s and cellular phones have become so popular that many businesses are
beginning to use m-commerce as a more efficient method of reaching the demands
of their customers. Although most trends and advances are seen in Malaysia and in
Europe, North America (Canada and the United States) is also beginning to take
advantage of m-commerce.
Banks and other financial institutions are exploring the use of M-Commerce to
broaden/retain their business by allowing their customers to not only access account
information, for example bank balances, stock quotes and financial advice, from
anywhere, but also the possibility to make transactions, for example purchasing
stocks, remitting money, via mobile phones.
This service is often referred to as Mobile Banking or M-Banking. The stock market
services offered via mobile devices have also become more popular and are known
as Mobile Brokerage, as they allow the subscriber to react to market developments in
a timely fashion and irrespective of their physical location.
News information is also becoming more popular with subscriptions to daily
headlines from anywhere in the world being transmitted to mobile devices. Sports
and entertainment are areas that have also grown with the demand for mobile related
services. Shopping and reservation services are now more accessible when using
mobile devices. Corporations are now using m-commerce to expand everything from
services to marketing and advertisement.
Although there are currently very few regulations on the use and abuses of mobile
commerce, this will change in the next few years. With the increased use of m-
commerce comes increased security. Cell phone companies are now spending more
money to protect their customers and their information from online intrusions and
hackers.
Factors impacting m-commerce and its challenges
1. Inherent diffusion-accelerating attributes
Mobile technologies have inherent diffusion-accelerating attributes: Potential to
save time (relative advantage), ability to connect to existing telephone network
(compatibility), operation method same as the “regular” phone (low complexity),
status-conferral to potential buyers (observability), and possibility to borrow a
friend’s cellular phone or handheld device for trial (trialability)
2. Mobile technology effects
Many factors lower the barriers to adoption: Low fixed and operating costs of
mobile networks, ability to operate in areas with no electricity, low social barriers
to adoption, infrastructure resources less prone to theft and vandalism,
geographical flexibility, and innovative pricing (such as prepaid services).
3. Rapidly deployable technology
Mobile networks can be deployed rapidly: Ongoing reductions in fixed and
operating costs due to progressively cheaper and increasingly powerful
components enable rapid deployment.
4. Infrastructure effects
Large, established fixed-line networks create positive externalities: First and
second generation mobile phones in advanced nations benefited from such
network externalities.
Relative lack of fixed-line infrastructure favors cellular networks: Mobile networks
are more attractive than fixed networks in developing countries that lack fixed-line
infrastructures.
5. Market size and industrial demand effects
Diversity and size of industries affects uptake of data services: The uptake is
rapid when there are large, diverse industries likely to use mobile
communications and commerce applications.
6. Income and leapfrogging effects
Income levels influence mobile penetration rates and technology generations:
High-income countries adopt early but end up having mixed generations of
mobile phones while low-income countries may adopt later with uniformly new
generations of technology.
7. Cultural factor
Culture influences adoption rate and styles: Cultural factors affect the preference
for mobile phones over fixed phones. They also influence handset size and style
preferences.
8. Policy related factors
Government policies influence the mobile sector: Public investment often funds
backbone networks. Telecom policy affects competition in and reorganization of
the mobile telecom sector.
From our own experience, we can see that the mobile phone itself has an “almost
ideal set” of product characteristics:
Rapidly falling cost and the potential to save time offer relative advantage
Ability to connect to existing telephone network increases compatibility
Same method of operation as the “regular” phone results in low complexity
Status-conferral aspects of mobile phones boost their observability
Possibility to borrow a friend’s cellular phone for trial increases the trialability of
mobile devices.
These classic diffusion-accelerating factors help explain the exceptionally rapid rate
of cellular phone adoption. Similarly, several “mobile technology effects” also act as
spurs to mobile technology provision and adoption. These include:
Low fixed and operating costs of mobile networks
Ability to have mobile service even in areas with no electricity
Low social barriers to adoption
Compared to the expensive copper wiring that is lucrative for thieves, mobile
infrastructure is less prone to theft and vandalism
Geographical flexibility, in terms of covering difficult terrain without the need to lay
copper wire
Innovative pricing such as prepaid service plans.
Furthermore mobile sets are becoming hybrids between computers and phones.
Third and fourth-generation cell phones are bundling the functionalities of a phone, a
computer, the Internet and a credit card. These mobile sets allow high-speed data
transmission and the costs are likely to be lower than that of a personal computer,
making the adoption more attractive for broad groups of potential users. In Malaysia,
for instance, the launch of 3G services has potential to fuel the growth of mobile
phones.
The m-commerce challenge: from capacity to content and services
Leveraging present lead in the GSM market is one aspect - excellent infrastructure,
dynamic operators, and strong consumer markets will be key assets. However, m-
commerce goes much beyond mobile telephony. M-commerce is not about selling
capacity, but about content and services, hosting and facilitating e-commerce
transactions. Although Malaysia lags in mobile telephony, but it unquestionably is
catching up in the area of Internet “content” - particularly entertainment and content
aggregation – as well as in the field of e-commerce.
Handset manufacturers (e.g. Nokia, Siemens, Motorola, and Sony Ericsson) will also
play a key role to play in the emergence of m-commerce. For most of these, the
traditional market was telecommunications infrastructure. The liberalisation of the
telecom equipment sector and the development of mobile telephony have pushed
them to shift core business from fixed to mobile infrastructures, and then to mobile
devices.
According to most experts, it is the “content” and services industry, in their many
various forms, which is the most likely to drive the emergence of m-commerce. It is
also these industries which are the most likely to benefit from the shift from selling
capacity (as in GSM) to selling content and services (as in m-commerce).
Mobile portals package end-user applications (such as e-mail, information systems,
calendar, etc) and offer access to these services via mobile operators. These also
convey information repackaged for mobile use by established content providers (e.g.
Reuters, Disney) or from new “content aggregators” who collect and format data
specifically for mobile devices. In this area, established Internet portals (e.g. Yahoo
Mobile, AOL Mobile) are vying with new, m-commerce specific portals. Internet
portals bring recognised brand name, as well as significant know-how in revenue
building (advertising, relationship marketing, referrals, co-branding, etc).
In m-commerce, as on the Internet, “content is king” – but content control the key to
commercial supremacy. In the new environment, mobile industry will need content as
much as the content industry will need mobility. A number of players from the content
industry are now converging into the m-commerce arena, just like they converged
into the Internet four or five years ago. These include entertainment and media
companies (Disney), publishers (Bertelsmann), music companies (Sony Music), and
specialized information providers (e.g. Dow Jones, Reuters). While limited bandwidth
still precludes video (until well into the 3G era), music and specialized information will
represent early “killer applications”, made even more compelling by the ability to
target users on the move.
The m-commerce challenge: Vanishing revenue streams
Growing competition and saturation of the mobile market has put traditional revenue
streams under pressure, resulting in decreased average revenue per user. In the
medium term (2002-3) mobile tariffs are likely come down to the same level of fixed
telephony tariffs. Some experts even expect “free mobile voice telephony” by 2004.
With a subscriber basis stagnating or even decreasing, mobile operators are pressed
to roll out a steady stream of new services just to keep revenues in line with
investment needs. Massive amounts of cash will be needed for infrastructure
upgrade, as well as for the development, jointly with other industries, of new m-
commerce contents and applications.
The m-commerce challenge: From selling capacity to “monetizing” content
As basic voice or data transmission becomes commoditized, mobile operators are
likely to turn to m-commerce as an alternative revenue source. Thus, new value
added services are likely to become a crucial part of the financial equation for mobile
operators in the future. The most forward-looking operators are already positioning
themselves as new m-commerce intermediaries, providing secure payment systems,
financial services, localization-related applications and the likes. In short, to use a
favorite industry metaphor, it is likely that mobile “POTS” (plain old telephone
services) will be gradually displaced by mobile “PANS” (pretty amazing new
services).
The m-commerce challenge: Increased convergence, competition
However, as most of these services are transactional, new players are also
converging from other quarters into the mobile market - banks, payment systems,
retailers, content companies. Coming from a variety of quarters, such players seek to
position themselves on the mobile value chain – particularly at these junctures where
new value is created. Some of these moves are purely defensive (e.g. banks
becoming virtual mobile operators), others are more offensive (e.g.; mobile operators
moving into the area of mobile micropayments). The result will be increased
competition for revenue, notably for advertising and subscription revenues. At the
same time “co-opetition” – cooperating and competing at the same time – is
becoming an inescapable reality for all players involved in m-commerce.
The m-commerce challenge: Expanding core business, climbing up the value chain
Like many other industries in the digital economy, mobile operators will have no
choice but to climb up the value chain. This is already causing a “partnership fever”
with content providers, service integrators, financial services and banking. But getting
the right partners to deliver new services is not enough. With five or more mobile
operators in each regional market offering almost identical services at very similar
tariffs, service differentiation and the strength of brands will be the key to survival.
The m-commerce challenge: Expanding footprint, reaching critical mass
The need to be present in the 3G market is also forcing existing GSM operators to
join forces and to expand beyond their traditional markets. To be competitive in the
new generation mobile services operators must reach critical mass - i.e. provide wide
“footprint” marketing strategies. This trend will be reinforced in the future, leading
some operators, to look beyond 3G into the possibilities of a new, and as yet
undefined, “4G” environment.
The m-commerce challenge: Increased concentration, competition concerns
While concentration will result in strong champions, it may also give rise to new
competition concerns in the future. Similar concentration is also likely to occur for
handset manufacturers, already a very concentrated industry. As far as mobile
content is concerned, centripetal tendencies towards concentration (as in traditional
content industries) will, in all likelihood, be offset by the strong centrifugal tendencies
specific to the Internet, and result in a much more open field.
Future implications
The future direction of mobile commerce development is surrounded by considerable
economic and technological uncertainty. As the recent history of PCs and the Internet
has shown, the growth and success of IT hardware depends critically on the
availability of attractive software packages. Such packages range from specific
software applications (so-called “killer apps”) to portal designs that facilitate the
user’s overall interface with the technology.
Particularly in Malaysia, the development of the m-commerce requires the
emergence of country-specific mobile portals with specialized sites for Web phones.
The evolution of m-commerce in such economies has been hampered to date by the
lack of such portals. In developed countries, on the other hand, a frequent lament is
that the key “killer application” for m-commerce has yet to be identified, again
hampering the penetration of the new technology.
Financial Institutions such as Banks see mobile commerce as offering new channels
of service to customers as well as offering them new and innovative products. These
financial institutions are working to design and implement new applications that will
offer mobile payment (i.e. being able to pay for groceries) and mobile brokering.
The travel industry, in realizing the possible benefits of m-commerce, is working on
technologies that will take care of travel arrangements, update customers on flight
status, notify them when this information changes and will offer to make new
arrangements based on preset user preferences requiring no input from the user.
Therefore, a customer’s entire trip can be scheduled and maintained using only their
mobile device.
The retail sector is also looking into the possibility of using mobile commerce for
making the purchase of merchandize easier. Customers will be able to browse and
order products while using a cheaper more secure payment method. An example of
this is; instead of using paper catalogues, retailers can send customers a list of
products that the customer would be interested in, directly to their mobile device.
Additionally, retailers will also be able to track customers at all times and notify them
of discounts at local stores in which that customer would be interested in. Shopping
will also be easier. Soon, phones will be equipped with “bar-code scanners” and
shoppers could scan an item and find out its pricing and availability.
In the entertainment industry, m-commerce could be used for the purchasing of
movie tickets, verify someone's ID or authorize their reservation information. This
industry will also be able to promote wireless gaming and music.
Conclusion
Mobile technology, mobile Internet access, and m-commerce specifically are growing
rapidly on the global stage; however, growth rates vary widely across economic
regions. The penetration rate of mobile phones, the optimum combination of different
generations of telecommunications, and the combination of different technical
formats vary according to a wide array of economic, socio-cultural, and policy related
factors.
In order to exploit the m-commerce market potential, handset manufacturers such as
Nokia, Sony Ericsson, and Motorola are working with carriers such as Celcom and
Maxis to develop WAP-enabled smart phones, the industry's answer to the Swiss
Army Knife, and ways to reach them. Using Bluetooth technology, smart phones
offer fax, e-mail, and phone capabilities all in one, paving the way for m-commerce to
be accepted by an increasingly mobile workforce.
As content delivery over wireless devices becomes faster, more secure, and
scalable, there is wide speculation that m-commerce will surpass wireline e-
commerce as the method of choice for digital commerce transactions.
The ways in which companies integrate m-commerce applications into their business
models depend upon numerous environmental factors, particularly the combination of
communications technologies previously adopted and the mobile technologies
currently diffusing in their domestic economies. Given the scope for technological
leapfrogging and alternative national mixes of fixed lines and wireless infrastructure,
global heterogeneity in national patterns of m-commerce development – and hence
of business models in m-commerce – appears to be a likely prospect for the
foreseeable near future.
References
1. e-commerce and m-commerce technologies, P. Candace Deans, IRM
Press, London, 2005
2. http://intel.com/technology/itj/q22000/articles/art_6.htm
3. http://www.mobileinfo.com/3G/3G_Wireless.htm
4. http://www.mobile3g.com/GetContracts.asp
5. http://www.cellular.co.za/technologies/3g/3g.htm
6. http://www.refreq.com/WAPTech/wap_glossary.htm