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市場調查報告書
全球行動付款及行動銀行市場：市場分析・策略展望・預測（至2013年）
Mobile Payments and Banking - Worldwide Market Analysis, Strategic Outlook & Forecasts to 2013
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全球行動付款及行動銀行市場：市場分析・策略展望・預測（至2013年） 是由出版商Informa Telecoms & Media在2009年03月所出版的。
這份英文市場調查報告書包含304 Pages (including 12 ToC pages) 價格從美金3992起跳。
Abstract
Mobile Payments and Banking analyses the prospects for growth of the mobile
payments and banking market, examining the economic, technological and
strategic drivers and constraints to overall market development, while
analysing individual services markets in depth, utilising a number of detailed
case studies to illustrate different strategies adopted by the key players -
MNOs, banks and credit card companies, merchants and system vendors.
Key Coverage
The major industry analysis covered within the Mobile Payments and Banking includes:
- Remote mPayments - the purchase of digital or physical goods and
services via the mobile phone while the subscriber is not present at the point
of purchase.
- Local mPayments - purchases made at a ‘Bricks & Mortar'
retailer or service provider made while the subscriber is physically present
at or near the point of sale, using the mobile payment mechanism as an
alternative to cash or ‘plastic' (credit or debit cards). Typically
local mPayments employ the use of a Point of Sale (PoS) terminal, and the
majority of these applications are likely to employ short-range radio or
‘contactless' technologies, often referred to as Near Field
Communications(NFC) technologies.
- mBanking Services - messaging services to provide notifications and
information regarding the subscriber' s account, and mobile access to standard
on-line banking services such as credit transfers between accounts, paying
bills and selling/buying stock.
- mTransfer Services - the movement of money or value from
person-to-person (P2P) via the mobile phone. The funds are moved between
either an account on the phone in an m-Wallet or on a linked credit or debit
card. The funds can then be used to pay for airtime, for goods or services or
redeemed for cash at physical sites. Currently, the majority of these services
are utilised for P2P transfers in domestic markets, but there are tremendous
opportunities and developments in providing international P2P transfers
(remittance).
Key issues addressed in this edition
- How is the mobile payments and banking market segmented?
- What are the key mobile payment and mobile banking services, and what are
the key technologies behind them?
- What are the key social/cultural, economic, technological and strategic
drivers and barriers to growth of this market?
- What recent market and technical developments have taken place in this
market, and what implications do they have for its future potential?
- Who are the key players in the mobile payments and banking ecosystem?
- What relationships do these players have and how might those relationships
change?
- Where are the biggest opportunities for the key players, and what
strategies should they adopt to exploit them?
- How large is this market today, and how fast will it grow in the near
future?
- Which service types and geographic regions will see fastest growth, and
which offer greatest potential for revenues and profits for the different
players?
Countries / Sectors / Companies Covered
Mobile Payments and Banking report covers the global market including the
following main geographic areas.
It also includes in-depth analysis and forecasts on key countries within these regions.
- Europe
- North America
- Latin America
- Asia Pacific
- Middle East & Africa
Table of Contents
CHAPTER - 1
- EXECUTIVE SUMMARY
- Defining the mobile payments market
- Figure 1.1: Segmentation of the mobile payments market
- mPayments and mBanking business models
- Figure 1.2: The spectrum of remote mPayment business models
- MNO-centric (virtual bank)
- MNO-led partnership
- Third party-led
- Bank-led partnership
- Bank-centric (MVNO)
- Market drivers and barriers
- Figure 1.3: mPayment and mBanking Market Drivers and Barriers
- The remote mPayments market
- Remote mPayments in the mobile digital content market
- Remote mPayments in the physical goods and services market
- The business case for remote mPayments
- The local (NFC) mPayments market
- Key issues remain to be resolved
- Trials show promise
- The business case is still uncertain
- The mBanking market
- Regulation is key to the mBanking (and mPayment) market
- mBanking slow to take-off in the developed world......
- ...... but shows greater promise in the developing world
- The mBanking business case
- The mobile money transfer (MMT) market
- Domestic MMT in the developing world
- Domestic MMT in the developed world
- International MMT
- The business case for MMT
- Global forecasts and market outlook
- Global mPayments and mBanking subscribers
- Figure 1.4: Global mPayments and mBanking users, by service type, 2008-2013
- Global mPayments and mBanking gross transaction value
- Figure 1.5: Global mPayment and mBanking gross transaction value, by service, 2008-2013
- Figure 1.6: Global mPayment and mBanking gross transaction value, by region, 2008-2013
- Global mPayments and mBanking service revenues
- Figure 1.7: Global mPayment and mBanking service revenues, by service, 2008-2013
CHAPTER - 2
- MARKET OVERVIEW
- Defining the mobile payments market
- Figure 2.1: Segmentation of the mobile payments market
- Remote mPayments
- Mobile digital content purchases
- Physical goods and services purchases
- Local mPayments
- Contactless or NFC payments
- mBanking
- Information-based mBanking services
- Transaction-based mBanking services
- Branchless banking
- mMoney transfer
- Domestic mMoney transfer
- International mMoney transfer (international remittance)
- The mPayments and mBanking ecosystem and business models
- The ecosystem
- Figure 2.2: The mPayments and mBanking ecosystem
- Consumers
- Merchants
- Banks
- Payment networks
- Mobile network operators
- Trusted service managers
- Internet players
- Mobile application service providers and solutions providers
- Mobile handset vendors
- POS terminal vendors
- Chipset vendors
- The banking value chain and business model
- Figure 2.3: The banking value chain
- Credit card value chain and business model
- Figure 2.4: The credit card value chain
- The mPayments value chain and business model
- Figure 2.5: The mPayments value chain
- mPayment and mBanking technologies
- Figure 2.6: Bank channel architecture and mPayment technologies
- Server-side applications
- SMS (Short Messaging Service)
- USSD (Unstructured Supplementary Service Data)
- WAP
- IVR
- Client-side applications
- SIM Application Toolkit
- Java ME
- Security technologies
- Bearer-only encryption
- End-to-end encryption
- Terminal security
- Market drivers and barriers
- Figure 2.7: mPayment Market Drivers and Barriers
- Market drivers and enablers
- Ubiquity and versatility of the mobile phone
- Poor access to financial services in developing markets
- Figure 2.8: Proportion of households with access to a financial institution
- High service charges for banking and remittance services
- Socio-economic benefits
- Quicker ROI and new revenue streams
- Opex savings and reduced churn
- Market barriers
- Poor user experience and security fears
- Disproportionate regulation
- Distrust and uncertainty between players in the value chain
- Delays in technology availability and standardization
- Credit crunch
- Current market status and future prospects
- Market status and key market trends
- Remote mPayments
- Local or proximity mPayments
- Mobile banking
- Mobile funds transfer
- Regional trends
- Figure 2.9: mPayments development cycle
- Growth potential for the mPayments and mBanking market
- Figure 2.10: Global mPayments and mBanking users by service type, 2008-2013
- Figure 2.11: Global mPayments and mBanking, gross transaction value by service, 2008-2013
- Figure 2.12: Global mPayments and mBanking service revenues, by service, 2008-2013
CHAPTER - 3
- REMOTE MPAYMENTS
- Market developments in remote mPayments
- Remote mPayments in the mobile digital content market
- Premium SMS coming under pressure
- Direct-to-bill/WAP billing addresses PSMS' s weaknesses
- Simpay - a short, and painful, history lesson
- Figure 3.1: Simpay chronology
- Payforit demonstrates industry wide nationally-based initiatives can work
- Remote mPayments in the physical goods and services market
- Mobile prepay account recharging - the dominant application for remote
mPayments
- Figure 3.2: Recharge Brazil
- Mobile ticketing - the fastest growing application for remote mPayments
- Figure 3.3: Bar-code ‘symbologies' for mobile
- Mixed fortunes for mobile ticketing
- Mobile ticketing for public transport
- Mobile ticketing for parking
- Mobile ticketing for airlines
- Figure 3.4: Mobiqa' s ‘Mobi-Pass for Airlines' mobile boarding pass
- Mobile ticketing for live events
- Mobile retailing
- Slow growth due to change as a result of innovation from new entrants
- Overlap between remote and local mPayments
- Mobile phones used to authenticate online purchases
- Mobile phones also used to initiate and authorize bill payments
- Independent e-Money issuers push the mobile wallet concept in Europe
- Elsewhere independent payments brokers are partnering with banks and
mobile operators
- Internet giants enter the remote mPayments market too
- Figure 3.5: PayPal Mobile ‘Text 2 Buy'
- Figure 3.6: Google Checkout for Mobile
- Figure 3.7: Amazon' s TextBuyIt service
- Business models and the business case for remote mPayments
- For mobile digital content
- For physical goods and services
- Figure 3.8: The spectrum of remote mPayment business models
- Business models
- Figure 3.9: Examples of remote mPayment business models
- Premium SMS business model held back early remote mPayments services
- Sharing transaction fees will be a key driver for the remote mPayments
business case
- Figure 3.10: Payments processing fees across the value chain
- Remote mPayment case studies
- Payforit
- Company overview and strategy
- Service offering
- Figure 3.11: Payforit mobile payment framework
- Strategic analysis
- Mobilkom Austria/Paybox
- Company overview and strategy
- Figure 3.12: Paybox payments platform
- mPayments service offering
- Strategic analysis
- mChek
- Company overview and strategy
- mPayments service offering
- Strategic analysis
- Luup
- Company overview and strategy
- mPayments service offering
- Strategic analysis
- Critical success factors for remote mPayments
- Consumer and merchant awareness and trust
- Simple activation/registration process
- Secure and reliable solutions
- Standardization and interoperability
- Figure 3.13: The impact of interoperability on market penetration
- Fair and equitable business models
- Adopt an integrated, portfolio service approach
CHAPTER - 4
- LOCAL MOBILE (NFC) PAYMENTS
- Contactless payments and NFC
- NFC applications
- NFC technologies
- ISO-compliant contactless smart cards
- RFID token-based solutions
- Sony FeliCa smart card technology
- MIFARE
- Near Field Communications (NFC)
- Contactless POS infrastructure
- Visa payWave
- Figure 4.2: International symbol for contactless payments
- MasterCard' s PayPass
- American Express' ExpressPay
- Market developments in mobile NFC
- Figure 4.3: Mobile NFC in action
- Industry fora are driving the mobile NFC market
- The GSMA' s Pay-Buy-Mobile initiative
- The Mobile Payments (Mobey) Forum
- Key issues remain to be resolved in the mobile NFC ecosystem
- The location and control of the secure element
- Figure 4.4: Options for the secure element location in mobile NFC phones
- The role of the Trusted Service Manager
- Figure 4.5: The position and role of the TSM in the mobile NFC value chain
- NFC handset availability
- Market reaction to mobile NFC
- Figure 4.6: Results from Informa' s mPayments market research
- Additional opportunities for mobile NFC beyond mPayments
- Mobile NFC and marketing/promotions: smart posters
- Mobile NFC and MMT
- Regional developments and trials in mobile NFC
- Japan
- South Korea
- Elsewhere in Asia
- Europe
- North America
- NFC business models and business case
- Potential business models for mobile NFC
- Figure 4.7: The spectrum of potential mobile NFC business models
- MNO-centric (proprietary NFC infrastructure)
- MNO-led partnership
- Figure 4.8: NFC mobile business model: MNO-led partnership
- Third party-led partnership
- Figure 4.9: NFC mobile business model: third party-led partnership
- Bank-led partnership
- Figure 4.10: NFC mobile business model: bank-led partnership
- Bank-centric (MVNO)
- The mobile NFC business case
- For mobile operators
- For banks
- For merchants
- Mobile NFC case studies
- NTT DoCoMo' s Osaifu-Keitai mobile wallet service, Japan
- Company overview and strategy
- Mobile NFC service offering
- Figure 4.11: Osaifu-Keitai services
- Strategic analysis
- Figure 4.12: Uptake of Osaifu-Keitai
- Payez Mobile Trial, Pegasus Group, France
- Company overview and strategy
- Trial implementation
- Figure 4.13: Payez Mobile transaction process
- Trial results
- Strategic analysis
- Beep N Go trial, Far EasTone, Taiwan
- Company overview and strategy
- Trial implementation
- Figure 4.14: Beep N Go logo and promotional material used at POS
- Trial results
- Figure 4.15: The Beep N Go service in action
- Strategic analysis
- O2 Wallet trial, UK
- Company overview and strategy
- Trial implementation
- Trial results
- Figure 4.16: Topping up Oyster on a mobile at an Oyster ticket machine
- Figure 4.17: Using a mobile to make a cashless payment
- Strategic analysis
- Critical success factors for mobile NFC
- Early availability and broad range of NFC-enabled handsets
- Rapid development of NFC-enabled POS infrastructure
- Realistic value proposition for merchant and consumer
- Standardization and interoperability
- Collaboration not competition
CHAPTER - 5
- MBANKING
- The mBanking service portfolio
- Information-based services
- Transaction-based services
- mBanking service delivery and vendor solutions
- mPayments and mBanking solutions providers
- Figure 5.1: mPayments and mBanking platform vendors
- Regulation
- Figure 5.2: Regulatory burden for mobile network operators in mBanking
- Anti-money laundering (AML) and combating of financing of terrorism (CFT)
- Issuance and deposit taking
- eMoney
- Payments regulation
- Cash-in/cash-out and the use of agents
- mBanking in the developed world
- Conflicting evidence on the consumer appeal of mBanking
- mBanking in Europe
- Figure 5.3: UK: interoperability of Monilink
- mBanking in the US
- Figure 5.4: Verizon' s Mobile Banking service
- mBanking in Asia' s developed markets
- mBanking in the developing world - branchless banking
- Banking the ‘unbanked'
- Figure 5.5: Selected countries, penetration of mobile phones and bank accounts, 2007
- Mobile operator-led not bank-led
- Government intervention - a necessary evil?
- mBanking in Africa
- Figure 5.6: Africa: the market opportunity for mBanking
- mBanking in the Philippines
- mBanking in India
- mBanking in China
- mBanking in Latin America
- Microfinance and mBanking
- Banking services vs. payment services
- Open vs. closed agent networks
- Encourage banks to participate
- Microfinance and mBanking in practice
- The future of branchless banking
- Business models and the business case for mBanking
- Figure 5.7: The spectrum of mBanking business models
- The different business models
- Mobile operator (MNO)-centric (virtual bank)
- Mobile operator (MNO)-led partnership
- Third party-led
- Third party-enabled
- Bank-led partnership
- Bank-centric (MVNO)
- Comparison of selected mBanking services
- Figure 5.8: Comparison of selected mBanking services
- The mBanking business case
- For mobile operators
- Figure 5.9: Transaction profile for WIZZIT customers, per month
- For banks
- For third parties
- mBanking case studies
- Safaricom' s M-Pesa, Kenya
- Company overview and strategy
- Service offering
- Figure 5.10: M-Pesa tariffs
- Figure 5.11: The M-Pesa transaction system
- Figure 5.12: The roles of M-Pesa agents
- Strategic analysis
- WIZZIT, South Africa
- Company overview and strategy
- Service offering
- Figure 5.13: WIZZIT mBanking charges
- Strategic analysis
- FNB' s Cellphone Banking, South Africa
- Company overview and strategy
- Service offering
- Strategic analysis
- Figure 5.14: Transaction volume and value for FNB' s Cellphone Banking service
- ICICI Bank' s iMobile, India
- Company overview and strategy
- Service offering
- Figure 5.15: Example user interface for ICICI Bank' s iMobile service
- Strategic analysis
- Critical success factors for mBanking
- Offer a compelling consumer value proposition
- Build partnerships, not competitors, in the mBanking ecosystem
- Enable interoperability to widen access
- Deploy secure, scalable and reliable mBanking platforms
- Develop regulation that is specific, proportionate and risk-based
CHAPTER - 6
- MOBILE MONEY TRANSFER
- Market developments
- Domestic MMT in the developing world
- Mobile airtime used as a proxy for cash
- Airtime recharge systems to be used for money transfers
- Purpose-built MMT
- Figure 6.1: Typical elements required in an mPayments and mBanking solution
- Regulators control market evolution
- Domestic MMT in the developed world
- International MMT
- The global remittance market
- Figure 6.2: Financial flows to developing countries, 1988-2003
- Figure 6.3: Global: top 10 remittance receiving and sending countries in 2006
- Figure 6.4: Fee charged for funds transfer from the US to selected countries for an average remittance value of US$200, 2008
- Figure 6.5: UK, remittance fees charged by banks and MTOs
- The international MMT opportunity
- The GSMA' s Mobile Money Transfer project
- Figure 6.6: The GSMA' s view of the opportunity for international MMT
- Encouraging deployment of global hubs for international MMT
- Managing the proliferation of MMT platform vendors
- Providing mobile wallet platform for MMT trials
- International MMT in the developing world
- International MMT is already a reality
- International operator groups home in on MMT
- International MMT in the developed world
- Card-based remittance services will precede MMT
- The business case for MMT
- For mobile operators
- For banks
- MMT case studies
- OboPay, US
- Company overview and strategy
- Service offering
- Strategic analysis
- Smart Money - Smart Communications, Philippines
- Company overview and strategy
- Service offering
- Figure 6.7: Smart' s MBS User Interface and Smart Money Prepaid MasterCard
- Strategic analysis
- G-Cash - Globe Telecom, Philippines
- Company overview and strategy
- Service offering
- Figure 6.8: Money Transfer and cash-in and cash-out services of G-Cash
- Strategic analysis
- Western Union
- Company overview and strategy
- Service offering
- Figure 6.9: Western Union' s MMT gateway
- Figure 6.10: Western Union' s MMT gateway service: Phase 1 commercial trial partners (announced)
- Strategic analysis
- Critical success factors for mobile money transfer
- Simple to use and a value proposition for the consumer
- Effective cash-in/cash-out channels at both ends of the remittance corridor
- Risk-based and proportionate regulation
- Interoperability and collaboration to enable international MMT
CHAPTER - 7
- FORECASTS AND MARKET OUTLOOK
- Forecast methodology
- Global mobile subscriber forecasts
- Figure 7.1: Global mobile subscribers, by region, 2008-2013
- Figure 7.2: Global mobile data subscribers, by region, 2008-2013
- Figure 7.3: Global mobile data subscribers, by regional market share, 2008-2013
- Forecasts for mobile payments and banking
- Global mPayments and mBanking subscriber forecasts
- Figure 7.4: Global mPayments and mBanking users, by service type, 2008-2013
- Global mPayments and mBanking transaction forecasts
- Figure 7.5: Global mPayment and mBanking transactions, by service, 2008-2013
- Figure 7.6: Global mPayment and mBanking transactions, by region, 2008-2013
- Gross transaction value
- Figure 7.7: Global mPayment and mBanking gross transaction value, by service, 2008-2013
- Figure 7.8: Global mPayment and mBanking gross transaction value, by region, 2008-2013
- Global mPayments and mBanking service revenue forecasts
- Figure 7.9: Global mPayment and mBanking service revenues, by service, 2008-2013
- Figure 7.10: Global mPayment and mBanking service revenues, by region, 2008-2013
- Remote mPayments forecasts
- Remote mPayments for mobile digital content
- Figure 7.11: Global remote mPayment transactions for mobile digital content, by region, 2008-2013
- Figure 7.12: Global remote mPayment service revenues for mobile digital content, by region, 2008-2013
- Remote mPayments for physical goods and services
- Figure 7.13: Global remote mPayment users for physical goods and services, by region, 2008-2013
- Figure 7.14: Global remote mPayment transactions for physical goods and services, by region, 2008-2013
- Figure 7.15: Global remote mPayment gross transaction value for physical goods and services, by region, 2008-2013
- Figure 7.16: Global remote mPayment service revenues for physical goods and services, by region, 2008-2013
- Local (NFC) mPayments forecasts
- Figure 7.17: Global mobile NFC handset shipments, by region, 2008-2013
- Figure 7.18: Global local (NFC) mPayments users, by region, 2008-2013
- Figure 7.19: Global local (NFC) mPayments transactions, by region, 2008-2013
- Figure 7.20: Global local (NFC) mPayments gross transaction value, by region, 2008-2013
- Figure 7.21: Global local (NFC) mPayments service revenues, by region, 2008-2013
- mBanking forecasts
- Figure 7.22: Global mBanking users, by region, 2008-2013
- Figure 7.23: Global mBanking transactions, by region, 2008-2013
- Figure 7.24: Global mBanking service revenues, by region, 2008-2013
- Mobile money transfer forecasts
- Domestic MMT
- Figure 7.25: Global domestic MMT users, by region, 2008-2013
- Figure 7.26: Global domestic MMT transactions, by region, 2008-2013
- Figure 7.27: Global domestic MMT gross transaction value, by region, 2008-2013
- Figure 7.28: Global domestic MMT service revenues, by region, 2008-2013
- International MMT
- Figure 7.29: Global international MMT users, by region, 2008-2013
- Figure 7.30: Global international MMT transactions, by region, 2008-2013
- Figure 7.31: Global international MMT gross transaction value, by region, 2008-2013
- Figure 7.32: Global international MMT service revenues, by region, 2008-2013
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