Factors influencing the adoption of mobile services consumers' preferences using analytic hierarchy process

The rapid and widespread development of innovations in mobile services is changing societies and improving lives around the world. Due to lagging adoption, many of these new innovations have yet failed to generate revenue that was expected by mobile network operators, application and content developers. There are several factors which are affecting the service adoption by consumers. This paper aims to provide practitioners and academics, an insight on what consumers' preferences are by using an Analytic Hierarchy Approach (AHP). The objective of this paper is to identify factors influencing the adoption of the mobile services. In this study we have considered Payment Mode, Functionality, Added Value and PQCP (perceived quality, cost and performance) as the main service adoption factors. The survey results indicate that Functionality is the most important influencing factor for the respondents, followed by Added Value, PQCP and Payment Mode.Adoption,AHP,Mobile Value Services,Consumer's Preferences

Designing Business Models for Mobile Payment Services

Designing business models for mobile services is a complex undertaking because it requires multiple actors to balance different requirements and interests such that a ‘win-win’ situation is created. A business model can be seen as a blueprint of four interrelated components: service offering, technical architecture, and organizational and financial arrangements. Although little attention has been paid to how these different components are related to one another, this knowledge is needed to enhance our understanding of what constitutes a viable business model. In this paper the connections between two of these components, namely service offering and organizational arrangements, are explored by analyzing the business models of three recent mobile payment initiatives. The cases reveal that similar value elements can be realized in different ways and that, depending on the target group, dominant actors can be bypassed in the value network

Business Architecture: A New Paradigm to Relate eBusiness Strategy to ICT

In this paper we address the concept of business architecture. We explain the concept and, based on a case study, discuss its relevance, operation, relationship with strategy and business models, and value for an organization. Business architectures contribute to clarify the complexity within an organization and form a useful starting point from which to develop functional, information, process and application architectures. In addition, an explicit business architecture helps to structure the responsibilities within an organization, and to shape outsourcing activities, within the primary process as well as with regard to ICT-support. Business architectures contribute to an adequate ICTgovernance in order to orchestrate the resources for critical business activities and how to manage the development and support for e-business efficiently

Business Architecture: A New Approach to Improving a Corporation\u27s Adaptability to Strategic Change

In this paper we discuss a research project on design and use of a Business Architecture. The Business Architecture objective is to improve the adaptability of a corporation to its strategy. A Business Architecture attributes the responsibilities for important business and/or economic activities to business domains. This can be done on the level of supply chain, enterprise and/or business unit.. The Business Architecture concept clarifies the complexity within an organization and is a useful starting point for the coherent design and governance of functional, information, process and application architecture

Customer and Network Value of Mobile Services: Balancing Requirements and Strategic Interests

Designing business models for mobile services is a complex undertaking. A business model can be seen as a blueprint of four interrelated components: service offering, technical architecture, and organizational and financial arrangements. Little attention has been paid to how these different components are related to one another. Multiple actors have to balance different design requirements, strategic interests, and business logics to create a win–win situation, in which each actor has incentives to cooperate. Knowledge on the interrelation between and within the four components is needed to enhance our understanding of what constitutes a viable business model. In this paper, the connections between these components are explored by analyzing the critical design issues in business models for mobile services (e.g., targeting, branding, and customer retention in the service domain; security, quality of service and system integration in the technology domain; network governance in the organization domain; and revenue sharing in the finance domain). A causal framework is developed linking these critical design issues to expected customer value and expected network value, and hence to business model viability

Balancing Requirements For Customer Value Of Mobile Services

Designing business models for mobile services is a complex undertaking because it requires multiple actors to balance different design requirements. A business model can be seen as a blueprint of four interrelated components or domains: service, technology, organization and finance domain. Little attention has been paid to how these different domains are related to each other. This knowledge is needed to enhance our understanding of what constitutes a viable business model. In this paper the connections between two of these domains, namely service and technology domain, are explored by analysing critical design issues in business models for mobile services, i.e. targeting, creating value, branding and customer retention in the service domain, and security, quality of service, management of service profiles, system integration and accessibility in the technology domain. A causal framework is developed, which link these critical design issues to expected customer value and business model viability.

Optimal Bundling and Pricing of Multi-Service Bundles from a Value-based Perspective A Software-as-a-Service case

Software vendors are increasingly adopting Software-as-a-Service (SaaS) pricing model, whereby software is offered as a web-based service in exchange for a subscription fee. In addition, software vendors become increasingly interested in using bundling of services to maximize their market penetration, revenue and, or profits. The objective of this paper is aimed at presenting and demonstrating a method that can be used to estimate consumer-level reservation prices for a set of SaaS offerings, to show how the method can be used to categorize different services based on the heterogeneity of reservation prices, and thirdly, to determine the optimality of different bundling strategies. A conjoint analysis study is used to determine the reservation prices of the services and to assess what price-bundle combinations are most attractive. Next a simulation model is used to show that the optimality of different bundling strategies. The results underline the importance of a value-based perspective on SaaS pricing models in pursuing different objectives of software vendors. To achieve profit maximization, software vendors should consider mixed price-bundling strategies in which bundles are offered at a discount. In case SaaS offerings complement a core service as well as entail high contribution margins (i.e. the services are reinforcing) a pure price-bundling strategy may be considered to target highly profitable customers. To achieve revenue maximization, mixed price-bundling should be considered for SaaS offerings with competing characteristics. In case the SaaS offerings are reinforcing, an unbundled strategy should be considered

Smart Home: Aligning Business Models and Providers Processes; A case survey

Smart Home projects require product, service and business model innovation by organizations from multiple sectors. A considerable number of Smart Home projects, however, fail to live up to expectations and to commercialize their services. Business models that enable these projects have to be viable and feasible for the project as a whole as well as for individual involved providers. Moreover, the processes of involved providers have to be aligned, and exchange of information and value has to be well defined. In this paper, we propose three alignment domains that address the operational interactions between the involved providers. Based on a case survey it can be concluded that insufficient attention is paid to the alignment of Business Model as well as to Business Processes between involved providers, who are an essential to service innovation in a value network