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Worldwide Mobile Money Modernisation & Monetisation 2017 to 2022

1.0 EXECUTIVE SUMMARY
E1. RATIONALE
E2. MODERN MOBILE MONEY OUTLOOK
E3. Why Modernise?
E4.Operators Versus Rest: Plying Consumer Delicacies, Servicing Gaps, Vulnerabilities, & More.
E5. Parametric Evaluation of Modernity from a Mobile Money Business.
E6. There’s A Proof.
E7. Protentions 2030: A sneak into Future Possibilities, Market Inclinations and Forecasts w/ Cautionary.
2.0 MARKET LEADERSHIP & OPPORTUNITY ANALYSIS w/ RECOMMENDATIONS ACROSS MOBILE PAYMENTS, BANKING, COMMERCE, & RETAIL 2017 to 2030.
2.1. JOURNEY HITHERTO: PERIOD Y2012 to Y2016.
2.1A. ANALYSIS #1 Banks accept threat posed by mobile operators.
2.1B. PAYMENT MARKET SPREAD Y2012 to Y2016.
2.1C. RETAIL & COMMERCE MARKET SPREAD Y2012 to Y2016.
2.2. MOBILE PAYMENT SERVICE DISTRIBUTION (4Q 2016).
2.2A. GOVERNMENT 2 PERSON (G2P)
2.2B. INFORMAL PAYROLL
2.2C. MICROFINANCE & CREDIT
2.2D. CROSS-BORDER REMITTANCE
2.2E. SAVINGS & DEPOSITS
2.2F. UTILITIES & BILLING
2.2G.PEER 2 PEER (P2P)
2.2H.PUBLIC TRANSPORT PAYMENTS
2.3. WAY FORWARD 2021
2.3A.ANALYSIS #2 Modern roadmap for ‘unknown’ opportunities.
2.3B.OPERATORS versus BANKS Possible scenarios
2.3B.1.INFUSION OF RETAIL, PAYMENTS, & COMMERCE -1—Bank concept
2.3B.2. SO. . . IS BANKING GOING TO BE JUST NAMESAKE?
2.3C. WAY FORWARD 2021 > NORTH AMERICA
2.3C.1. USA & CANADA — PART 1 - Retail & commerce beyond 2016
2.4. USING “STRINGENT REPUTATIONS” TO YOUR ADVANTAGE.
2.4A. COUNTRY CASE > SINGAPORE
2.4A.1. 45% SINGAPORE SMALL BUSINESSES DON’T HAVE ACCESS TO BANK LOAN.
2.5. WAY FORWARD 2021 > EUROPE
2.6. WAY FORWARD 2021 > AFRICA & MIDDLE EAST
2.7. WAY FORWARD 2021 > LATIN AMERICA
2.8. MODERN CASES FOR INSPIRATION & STRATEGY.
2.8A. CASE #1 BRANCH - A “mobile micro - financing” start - up.
2.8B. CASE #2 T-MOBILE
2.8B.1. WHY IT FAILED? - Analysis # 2
2.8C. CASE #3 > AIRTEL
Airtel's ‘FBN Padi4Life’
2.8D. CASE #4: TIGO KIIRAY
2.5. WAY FORWARD 2021 for BANKS
2.5A. POSSIBLE SEAMLESS “TRANSITION” STRATEGIES
2.5B. SOLUTION #1
From state of < turbulence 2 profusion >
2.5C. SOLUTION #2
Compatibility issue of < systems & it overhaul >
2.5D. SOLUTION #3
Basel III law & domestic legal framework issue
3.0 GOAL-ORIENTED, MULTI-ROADMAP MODERN BUSINESS FRAMEWORKS, NICHE NAVIGATION, AND EXECUTIONS. 2017 & BEYOND.
3.1. INTRODUCING “GOAL-ORIENTED, MULTI-ROADMAP” MODERN FRAMEWORKS.
3.1A. PARALLEL MODEL
Short to mid term framework .
3.1A.1. a.k.a. THE “CHALLENGER” MODEL
3.1B. PERPENDICULAR MODEL
Mid to long term framework .
3.1C. SKEW MODEL
Purely ‘goal aligned’ framework .
3.1C.1. a.k.a. “MULTI ROADMAP” MODEL.
3.2. ENABLING A MODERN PORTFOLIO
FIGURE 3 1: MODERN MOBILE MONEY ROADMAP FOR MNOS
3.3. THE NICHE SCIENCE
Guest expert contribution # 1
FIGURE 3-2: WORLDWIDE MODERN NICHE COMPLEX
PILOT P1. NICHE-AS-A-GATEWAY (N-A-A-G)
PILOT P2. “POORLY”, A BILLION DOLLAR BUSINESS MODEL2
Available for purchase — an exclusive TeleResearch Labs’ patent.
PILOT P3. (MM)3 MODERN INSURANCE BUSINESS MODEL
3.4. NORTH AMERICA.
3.4A. 300 WORDS ON NORTH AMERICA MARKET (4Q 2016).
Guest expert contribution # 2
3.5. WHY MODERNISE?
SURVEY 3-1: THE CULT OF ‘MADE IN AMERICA’.
SURVEY 3 2: THOSE ‘ORGANIC OFFERINGS’ ARE GOOD FOR NOTHING!
3.6. SECURITY THREAT
The no. of ransomware attacks quintupled to 5000 attacks per day.
3.7. ANALYSIS #3
Security solutions available in North America
3.8. US PAYMENT MARKET LITMUS TEST.
How reliable/ realistic solutions adopted by the big - 3 are?
3.9. US “RETAIL/ COMMERCE” MARKET LITMUS TEST.
How top contenders are maneuvering the security threat?
3.10. ANALYSIS #4.
Over 80% banks are relying on solutions offered by one company!
3.11. MODERN PAYMENTS & COMMERCE IN RETAIL
In - use set ups, processes, & methodologies.
3.11A.1. PREPARATION & EXECUTION (2016 & BEYOND).
3.11A.2. TRADITIONAL COMMERCE.
Online/ mobile commerce.
3.11A.3. OFFLINE COMMERCE
Offline wallets, micro ATMs, alt “in store”/ “open air” buying, etc.
3.11A.4. CONTEXTUAL COMMERCE
Non - disruptive, virtual @ source (instant buying), & more.
3.11A.5. KEY INUSE SETUPS.
W. exclusive process & methodology details.
3.12. MODERN “PREPAID” COMMERCE
3.13. ANALYSIS #5
Payments - on - the - move.
3.14. MODERN PAYMENT INNOVATION
3.14A.1. “ON-VISIT” PAYMENTS
3.14A.2. PAY-IN-PART MODEL
a . k . a . EMI MODEL
3.14A.3. MODERN “POST-PAY” MODEL
3.14A.4. MODERN SUBSCRIPTIONS
Members only payments, rewards, etc.
3.14A.5. “ESCROW-TACH” RETAIL
3.14A.6. VIRTUAL PAYMENTS
3.14A.7. CRYPTOCURRENCIES
3.14A.8. MODERN AUTOMATED PAYMENTS
3.14A.9. ENTERPRISE PAYMENTS
Small/ Mid/ Large enterprise payments
3.14A.10.BUNDLED PAYMENTS
Employee salary, etc.
3.14A.10A.“THIN BUNDLE” PAYMENTS
High margin payments [resellership, royalty, IPR payments, etc.).
3.14A.10B.“THICK BUNDLE” PAYMENTS
Low margin/ bulk payments.
3.14A.11. BUSINESS 2 BUSINESS PAYMENTS
Inward/ outward, 3rd party payments .
3.14A.12. CROSS-BORDER PAYMENTS
Inter-regional/ Forex, travel payments, etc.
3.14A.13. INSTANT PAYOUTS
Instant/ real-time payments.
3.14A.14. BUSINESS 2 CUSTOMER PAYMENTS
B2C refunds, referral payments, etc.
3.14A.15. TWEAKED PAYMENTS
Device compatible, interoperable, hybrid/ multi - platform tweaking.
3.14A.16. OFFLINE (+) ONLINE
a.k.a. JUGAD 4 Payments.
3.15. ULTRA MODERN PAYMENTS
3.15A.1.AI (ARTIFICIAL INTELLIGENCE) PAYMENTS
3.15A.2.VR (VIRTUAL REALITY) PAYMENTS
3.15A.3.ROBOTIC PAYMENTS
3.16. ASIA PACIFIC
3.16A. ANALYSIS #7
B2B logistics & start - ups
3.16B. PERFORMANCE REVIEW: BANKS & FIN TECHS.
3.16C. CASE STUDY #5
Soneri bank, pakistan
3.16D. CASE STUDY #6
Xero & paypal, New Zealand
3.16E. CASE STUDY #7
Federal Bank, kerala, India.
TABLE 3 1: FEDMOBILE KEY FEATURES
3.16F. CASE STUDY #8
NAB Bank & Visa, Australia.
3.16G. ANALYSIS #8
Blockchain polynomy beyond 2016
3.17. AFRICA & MIDDLE EAST
3.17A. AFRICA MARKET STATISTICS
Table 3 2: AFRICA FIN-TECH DIRECTORY.
3.17B. MIDDLE EAST STATISTICS
3.18. 300 WORDS ON AFRICAN MARKET SETUP
Guest expert contribution # 5.
3.18A. CASE STUDY #9
SID Instant
3.18B. CASE STUDY #10
GeoPay
3.18C. CASE STUDY #11
SureSwipe
3.18D. CASE STUDY #12
SureRemit
3.18E. CASE STUDY #13
Peers Exchange
3.18F. CASE STUDY #14
SimbaPay
3.18G. CASE STUDY #15
mVisa
3.18H. AFRICAN BANKS & FINTECHS
3.18H.1. CASE STUDY #16
Equity Bank: Kenya, Rwanda, and Tanzania.
TABLE 3 3: MOBILE MONEY TRANSFER SERVICES IN KENYA, DECEMBER 2016
3.18H.2. CASE STUDY #17
First National Bank as “MVNO ”, South Africa.
TABLE 3 4: FNB CONNECT PRICING AT LAUNCH
3.18H.3. CASE STUDY #18
Wells Fargo, Africa
3.18I. HUMANISING DIGITAL TECHNOLOGY
3.18I.1. CASE STUDY #19
Virtual banking, UAE
3.19. 300 WORDS ON LATIN AMERICAN (MM) MARKET
Guest expert contribution # 6.
3.20. 300 WORDS ON EUROPEAN (MM) MARKET
Guest expert contribution # 7.
3.20B. CASE STUDY #20
O 2, UK/ Germany
3.20C. CASE STUDY #21
BACB, UK
3.20D. CASE STUDY #22
Lloyds Bank, UK
3.20E. CASE STUDY #23
Unilend, France.
3.21. 300 WORDS ON ASIA PACIFIC “MODERN (MM) MARKET”.
Guest expert contribution # 8.
3.22. CLUSTER ANALYSIS
Visualising 2021 [w/ recommendations]
3.22A. CHANNELISATION-A-TOOL
3.23. ANALYSIS #9
Micropayments service & (its) future
3.24. ANALYSIS #10
Cryptocurrencies.
3.25. VERTICAL BUSINESS USE CASES
3.25A. TELE & IT
3.25B. PUBLIC TRANSPORT
3.25C. RETAIL
3.25D. EDUCATION
3.25E. ENERGY & UTILITY
3.25F. MEDIA AND ENTERTAINMENT
3.25G.HOSPITALITY AND TOURISM
3.25H.EVENTS
3.25I. SCM AND LOGISTICS
3.26. MORE VERTICAL CASES
3.26A. CASE STUDY #24 - SK Planet’s Syrup
3.26B. CASE STUDY #25 - M-Akiba Treasury bonds
3.26C. CASE STUDY #26 - Italy mobile money market
3.27. ANALYSIS #11 - Mobile money ‘offline vs. online”.
4.O HYPERGROWTH 2.0.5: MODERN—MOBILE FINANCE (m—MFS), ADVANCED BUSINESS CONGLOMERATION, & NICHE NAVIGATION FOR ENHANCED MARKET SHARE & REVENUES. 2017 & BEYOND.
4.1 HELL BENT FOR LEATHER?
Hypergrowth may better suit you.
4.2. CONTENDERS
Mobile Operators | Banks | FinTechs & Others
4.3. ANALYSIS #12
What can conglomerations bring to the table?
4.4. HYPERGROWTH MODELS — α
Business model innovation — α
4.4A. HYPERGROWTH MODEL #1
@Payments > India > Asia Pacific.
4.4A.1. OBJECTIVE
Direct Carrier Billing.
4.4A.2. NICHE ANCHORS
4.4A.3. BUSINESS MODEL TRANSFORMATION
Skew Model
4.4A.4. ANALYSIS #13
Conglomeration/ result analysis.
4.4B. HYPERGROWTH MODEL #2
@Lending & investments > Canada > North America.
4.4B.1. OBJECTIVE
Fast cloud (loan) processing.
4.4B.2. NICHE ANCHORS
.
4.4B.3. BUSINESS MODEL TRANSFORMATION
Skew + Perpendicular model.
4.4B.4. ANALYSIS #20
Conglomeration / result analysis.
4.4C. HYPERGROWTH MODEL #3
@Payments> Estonia > Europe
4.4C.1. OBJECTIVE
Direct Carrier Billing.
4.4C.2. NICHE ANCHORS
< NA: In - App payments; post - paid payments>
4.4C.4. BUSINESS MODEL TRANSFORMATION
Skew + Perpendicular model.
4.4C.4. ANALYSIS #21
Conglomeration / result analysis.
4.4D. SELLING—OFF TO MILLENNIALS
Guest expert contribution # 9
4.4E. HYPERGROWTH MODEL #4
@Payments > Indonesia > Asia pacific
4.4E.1. OBJECTIVE
Rapid adoption of POS in Indonesia
4.4E.2. NICHE ANCHORS
4.4E.3. BUSINESS MODEL TRANSFORMATION
Skew + Perpendicular model.
4.4E.4. ANALYSIS #22
Conglomeration / result analysis.
4.4F. HYPERGROWTH MODEL #5
@Payments > Czech Republic> Europe.
4.4F.1. OBJECTIVE
Diversifying & monetising m - POS in Czech Republic.
4.4F.2. NICHE ANCHORS
4.4F.3. BUSINESS MODEL TRANSFORMATION
Skew + Perpendicular model.
4.4F.4. ANALYSIS #23
Conglomeration / result analysis.
4.4G. FUTURE OF M-PESA IN SOUTH AFRICA
Guest expert contribution # 10 [w / recommendations].
4.4H. HYPERGROWTH MODEL #6
@ Lending & investments > UK >Europe.
4.4I.1. OBJECTIVE
Additional revenue via increased end use
4.4I.2. NICHE ANCHORS
< NA: Personal finance manager > .
4.4I.3. BUSINESS MODEL TRANSFORMATION
Skew + Perpendicular model.
4.4I.4. ANALYSIS #26
Conglomeration / result analysis.
4.4J. HYPERGROWTH MODEL #7
@Lending & investments > Germany > Europe.
4.4J.1. OBJECTIVE
Manoeuvring excess regulation & compliance.
4.4J.2. BUSINESS MODEL TRANSFORMATION
Skew + Perpendicular model.
4.4J.3. NICHE ANCHORS
< NA: 1 - Click loan; fast consumer on-boarding & adoption >
4.4J.4. ANALYSIS #27
Conglomeration / result analysis.
4.5. HYPERGROWTH MODELS — β
Business model innovation — β
4.5A. HYPERGROWTH MODEL #8
@Payments @Lending & investments > Netherlands > Europe.
4.5A.1. OBJECTIVE
Fraud/ risk control & enhanced customer servicing .
4.5A.2. BUSINESS MODEL TRANSFORMATION
Perpendicular model @work
4.5A.3. NICHE ANCHORS
4.5A.4. ANALYSIS #27
Conglomeration / result analysis.
4.5B. HYPERGROWTH MODEL #9
@Payments @Lending & investments > Kuwait & Egypt > Middle East.
4.5B.1. OBJECTIVE
Fast payments & consumer on-boarding, & support.
4.5B.2. BUSINESS MODEL TRANSFORMATION
Parallel & perpendicular models
4.5B.3. NICHE ANCHORS
4.5B.4. ANALYSIS #28
Conglomeration / result analysis.
4.5C. HYPERGROWTH MODEL #10
@Oman > Middle East.
4.5C.1. OBJECTIVE
Digital bank transformation.
4.5C.2. BUSINESS MODEL TRANSFORMATION
Parallel & perpendicular models
4.5C.3. NICHE ANCHORS
4.5C.4. ANALYSIS #29
Conglomeration / result analysis.
4.5D. HYPERGROWTH MODEL #11
@Card payments > Bangladesh > Asia Pacific.
4.5D.1. OBJECTIVE
Becoming a pioneer in digital/ card payments.
4.5D.2. BUSINESS MODEL TRANSFORMATION
Parallel & perpendicular models
4.5D.3. NICHE ANCHORS
4.5D.4. ANALYSIS #30
Conglomeration / result analysis.
4.5E. HYPERGROWTH MODEL #12
@Payments > UK > Europe.
4.5E.1. OBJECTIVE
Cross border & social payments w/ zero leakage.
4.5E.2. BUSINESS MODEL TRANSFORMATION
Perpendicular model
4.5E.3. NICHE ANCHORS
4.5E.4. ANALYSIS #31
Conglomeration / result analysis.
4.5F. HYPERGROWTH MODEL #13
@Payments Thailand > Asia Pacific.
4.5F.1. OBJECTIVE
Demonetisation & digital / cash-less upgrade for country.
4.5F.2. BUSINESS MODEL TRANSFORMATION
Perpendicular model
4.5F.3. NICHE ANCHORS
4.5F.4. ANALYSIS #32
Conglomeration / result analysis.
4.5G. HYPERGROWTH MODEL #14
@Payments > Australia > Asia Pacific.
4.5G.1. OBJECTIVE
Innovation, customer service, & new product opportunities
4.5G.2. BUSINESS MODEL TRANSFORMATION
Skew model
4.5G.3. NICHE ANCHORS
4.5G.4. ANALYSIS #33
Conglomeration / result analysis.
PILOT #4. HYPERGROWTH MODEL #15
Blockchain commercialisation
PILOT #4A. OBJECTIVE
Blockchain monetisation in a marketplace .
PILOT #4B. CASE: KOREAN EXCHANGE BANK
South Korea > Asia Pacific.
PILOT #4C. NICHES ANCHORS
.
PILOT #4D. ANALYSIS #34
Pilot result analysis.
4.5H. HYPERGROWTH MODEL #16
@Payments > Nigeria > Africa
4.5H.1. OBJECTIVE
A cheaper, real time, & everywhere ready ‘P2P—PoS’ solution.
4.5H.2. BUSINESS MODEL TRANSFORMATION
Perpendicular model
4.5H.3. NICHE ANCHORS
4.5H.4. ANALYSIS #35
Conglomeration / result analysis.
4.5I. HYPERGROWTH MODEL #17
@Lending & investments > UK > Europe
4.5I.1. OBJECTIVE
Core banking transformation via cloud
4.5I.2. BUSINESS MODEL TRANSFORMATION
Parallel model
4.5I.3. NICHE ANCHORS
4.5I.4. ANALYSIS #36
Conglomeration / result analysis.
4.5J. HYPERGROWTH MODEL #18
@Payments > India > Asia Pacific
4.5J.1. OBJECTIVE
Retail & merchant banking transformation
4.5J.2. BUSINESS MODEL TRANSFORMATION
Parallel + perpendicular model
4.5J.3. NICHE ANCHORS
4.5J.4. ANALYSIS #37
Conglomeration / result analysis.
4.5K. HYPERGROWTH MODEL #19
@Payments > Romania > Europe
4.5K.1. OBJECTIVE
SEPA compliance + fast payment/ “digital ID” authentication
4.5K.2. BUSINESS MODEL TRANSFORMATION
Perpendicular + skew model
4.5K.3. NICHE ANCHORS
4.5K.4. ANALYSIS #38
Conglomeration / result analysis.
4.6 HYPERGROWTH MODELS (Sec. Ɣ)
Business model innovation — Ɣ
4.6A. HYPERGROWTH MODEL #20
@Payments > UK > Europe
4.6A.1. OBJECTIVE
Fast & convenient “realty” payments
4.6A.3. NICHE ANCHORS
4.6B. HYPERGROWTH MODEL #21
@Payments > US > North America
4.6B.1. OBJECTIVE
Easy messaging / messenger payments
4.6B.2. NICHE ANCHORS
4.6C. HYPERGROWTH MODEL #22
@Payments > USA > North America.
4.6C.1. OBJECTIVE
Ride comparison + shopping on the move
4.6C.2. BUSINESS MODEL TRANSFORMATION
Perpendicular
4.6C.3. NICHE ANCHORS
4.6D. HYPERGROWTH MODEL #23
@Payments > Spain > Europe
4.6D.1. OBJECTIVE
Enabling small merchants accept “card-less payments”
4.6D.2. BUSINESS MODEL TRANSFORMATION
Perpendicular
4.6D.3. NICHE ANCHORS
4.6E. HYPERGROWTH MODEL #24
@Payments > UK > Europe
4.6E.1. OBJECTIVE
Fast on boarding, cross - border compliance, & real time fraud control.
4.6E.2. BUSINESS MODEL TRANSFORMATION
Perpendicular
4.6E.3. NICHE ANCHORS
4.6F. WHAT'S COMMON BETWEEN ASOS — A FASHION SLATE; EXPEDIA — A TRAVEL AGENCY; CATHAY PACIFIC — AN INTERNATIONAL AIRLINE; FREELANCER — A JOB SITE; AND DIGITAL WORLD INTERNATIONAL?
4.6G. HYPERGROWTH MODEL #25
@Payments > Argentina > Latin America.
4.6G.1. OBJECTIVE
Greater market- share via portfolio diversification & revenues.
4.6G.2. BUSINESS MODEL TRANSFORMATION
Parallel, perpendicular
4.6G.3. NICHE ANCHORS
4.6G.4. ANALYSIS #41
Conglomeration / result analysis.
4.6H. CASE STUDY #29
Trustly in year 2017 & beyond
4.6I. HYPERGROWTH MODEL #26
@Payments > Argentina > Latin America.
4.6I.1. OBJECTIVE
Catching & stopping fraud at the earliest.
4.6I.2. BUSINESS MODEL TRANSFORMATION
Parallel, perpendicular
4.6I.3. NICHE ANCHORS
4.6I. ANALYSIS #42
Coexistence of mobile wallets & credit cards
4.6J. m—MFS INSURANCE
A short walk to ‘modern execution & monetisation’
4.6K. HYPERGROWTH MODEL #27
@Insurance > UK > Europe
4.6K.1. OBJECTIVE
Subscription based + low cost/ risk, cloud collateral management.
4.6K.2. BUSINESS MODEL TRANSFORMATION
Parallel, perpendicular
4.6K.3. NICHE ANCHORS
4.6K.4. ANALYSIS #43
Hybrid solution for “complex compliance & collateral margin requirements”.
4.7. INTERNATIONAL REMITTANCE INITIATIVES FOR MIGRANTS
TABLE 4-1: INTERNATIONAL REMITTANCE INITIATIVES FOR MIGRANTS
4.8. GEN-X ENTRY OF FINTECH PLAYERS AS “MMOs” (2017 & BEYOND)
Guest expert contribution #13
4.9. MNO—LEAD (MM) CREDIT CARDS
4.9A. CASE STUDY
Rogers Bank credit card.
4.9B. CASE STUDY
Indosat mobile money ATM card
4.10. MODERN MOBILE MONEY CURIOSITIES
2017 & beyond
4.10A. PROPOSED EVOLUTIONARY MODERN (MM) BUSINESSES
GRAPH 4. MOBILE MONEY DEMAND CURVE
4.10B. TRANSITION STRATEGIES (2017 & BEYOND)
From basic to advanced (MM) offerings.
4.10C. APPLYING ‘MVP’ TO PUSH MOBILE MONEY SERVICES
4.10D. THE T-MOBILE WAY OF M-PAYMENT ADOPTION?
4.11. (NEW) CUSTOMER ONBOARDING
4.12. DRIVING CUSTOMER LOYALTY via EARLY ADOPTION, & RETENTION TACTICS.
5.0. LIVE PROJECTS: “SELECTED” MODERN MOBILE MONEY PROFILES TO SUIT YOUR MARKET POSITIONING & INVESTMENTS.
5.1 NORTH AMERICA
5.1A. ACORNS
5.1B. AFFIRM
5.1C. ALLIED PAYMENT NETWORK
5.1D. APPLE PAY
5.1E. BILLGUARD
5.1F. BILLMATRIX
5.1G. CERETEL'S PREPAID CARD PROGRAM
5.1H. CLEARXCHANGE
5.1I. CREDIT KARMA
5.1J. CREDIT SESAME
5.1K. DOXO
5.1L. DWOLLA
FIGURE 5-1: DWOLLA FISYNC SYSTEM FOR FASTER PAYMENT
5.1M. EZUZA
5.1N. GOOGLE WALLET
5.1O. MONEYSTREAM
5.1P. MOVEN
5.1Q. MOVIL CASH
5.1R. PAYNEARME
5.1S. PAYPAL
5.1T. PAYSO
5.1U. PAYZAPP
5.1V. POPMONEY
5.1W. PRISM
5.1X. REGALII
5.1Y. RENTMOOLA
5.1Z. RIPPLE
5.1.AA. SOFI
5.1.AB. SQUARE CASH
5.1.AC. VENMO
5.1.AD. WIREX
5.2 ASIA PACIFIC
5.2A. ALIPAY
5.2B. BILLPAY
5.2C. CITRUS
5.2D. DIRECPAY
5.2E. FREECHARGE
5.2F. HELLO PAISA
5.2G. INSTAMOJO
FIGURE 5-2: INSTAMOJO PAYMENT PROCESS
5.2H. MOBIQUITY MONEY
FIGURE 5-3: MOBIQUITY ARCHITECTURE
5.2I. MONEYVIEW
5.2J. M-PAISA ROSHAN AFGHANISTAN
5.2K. OXIGEN WALLET
5.2L. PAYTM
5.2M. PAYZIPPY
5.2N. RUPLEE
5.2O. MOBOMONEY
5.2P. TENPAY
FIGURE 5-4: DEVELOPMENT OF TENPAY OVERTIME
5.2Q. UPAISA
5.2R. WOLAIDAI
5.2S. MPAY
5.2T. OLA MONEY
5.3 AFRICA
5.3A. BITPESA
5.3B. BK-MONEY
5.3C. IREMBO
5.3D. MOBICASH
5.4 EUROPE
5.4A. ASTROPAY
5.4B. ATOM BANK
5.4C. AZIMO
5.4D. ICUSHY
5.4E. MONESE
5.4F. MONEYSWAP
5.4G. MOPAY
5.4H. MOVILWAY
5.4I. MPESO
5.4J. OSPER
5.4K. PAYPOINT
5.4L. PAYU
5.4M. SIGN2PAY
5.4N. TRANSFERWISE
5.4O. WEELEO
5.4P. YOYO WALLET
5.5 MIDDLE EAST
5.5A. ZAIN WALLET
5.5B. ZAIN CASH
5.5C. ASIAHAWALA
5.5D. SABB MOBILE
5.5E. SUPERWALLET
5.5F. OOREDOO MOBILE MONEY (OMM)
5.6 LATIN AMERICA
5.6A. ALLPAGO
5.6B. Billetera Movil (BANCOLOMBIA)
5.6C. BANWIRE
5.6D. BRASPAG
5.6E. CONEC MOBILE WALLET
5.6F. CONEKTA
5.6G. DAVIPLATA
5.6H. HAITIPAY
5.6I. MAXIPAGO!
5.6J. MERCADOPAGO
5.6K. MIPLATA
5.6L. MOBILE MONEY GUYANA
5.6M. PAGSEGURO
5.6N. Tu Dinero Movil
6.0 GLOBAL MOBILE MONEY DEMAND ESTIMATES: OPPORTUNITY ANALYSIS, & FORECASTS. 2017 & BEYOND.
6.1 MOBILE MONEY MARKET 2016-2020
FIGURE 6-1: GLOBAL MOBILE MONEY USERS (IN MILLION), 2016 – 2020
FIGURE6-2: MOBILE MONEY USERS BY REGION (IN MILLION), 2014 – 2020
FIGURE6-3: NORTH AMERICA MOBILE MONEY USERS (IN MILLION), 2016 – 2020
FIGURE6-4: LATIN AMERICA MOBILE MONEY USERS (IN MILLION), 2016 – 2020
FIGURE 6-5: EUROPE MOBILE MONEY USERS (IN MILLION), 2016 – 2020
FIGURE6-6: ASIA PACIFIC MOBILE MONEY USERS (IN MILLION), 2016 – 2020
FIGURE6-7: AFRICA MOBILE MONEY USERS (IN MILLION), 2016 – 2020
FIGURE 6-8: MIDDLE EAST MOBILE MONEY USERS (IN MILLION), 2016 – 2020
6.2 MOBILE BANKING MARKET 2016-2020
FIGURE6-9: GLOBAL MOBILE BANKING USERS (IN MILLION), 2016 – 2020
FIGURE6-10: MOBILE BANKING USERS BY REGION (IN MILLION), 2016 – 2020
FIGURE6-11: NORTH AMERICA MOBILE BANKING USERS (IN MILLION), 2016 – 2020
FIGURE6-12: LATIN AMERICA MOBILE BANKING USERS (IN MILLION), 2016 – 2020
FIGURE6-13: EUROPE MOBILE BANKING USERS (IN MILLION), 2016 – 2020
FIGURE6-14: ASIA PACIFIC MOBILE BANKING USERS (IN MILLION), 2016 – 2020
FIGURE6-15: AFRICA MOBILE BANKING USERS (IN MILLION), 2016 – 2020
FIGURE6-16: MIDDLE EAST MOBILE BANKING USERS (IN MILLION), 2016 – 2020
6.3 M-PAYMENT MARKET 2016-2020
6.3A. M-PAYMENT USERS
FIGURE6-17: GLOBAL M-PAYMENT USERS (IN MILLION), 2016 – 2020
FIGURE6-18: M-PAYMENT USERS BY REGION (IN MILLION), 2016 – 2020
FIGURE6-19: NORTH AMERICA M-PAYMENT USERS (IN MILLION), 2016 – 2020
FIGURE6-20: LATIN AMERICA M-PAYMENT USERS (IN MILLION), 2016 – 2020
FIGURE6-21: EUROPE M-PAYMENT USERS (IN MILLION), 2016 – 2020
FIGURE6-22: ASIA PACIFIC M-PAYMENT USERS (IN MILLION), 2016 – 2020
FIGURE6-23: AFRICA M-PAYMENT USERS (IN MILLION), 2016 – 2020
FIGURE6-24: MIDDLE EAST M-PAYMENT USERS (IN MILLION), 2016 – 2020
6.3B. M-PAYMENT REVENUE
FIGURE6-25: GLOBAL M-PAYMENT REVENUE (IN US$ BILLION), 2016 – 2020
FIGURE6-26: M-PAYMENT REVENUE BY REGION (IN US$ BILLION), 2016 – 2020
FIGURE6-27: NORTH AMERICA M-PAYMENT REVENUE (IN US$ BILLION), 2016 – 2020
FIGURE6-28: LATIN AMERICA M-PAYMENT REVENUE (IN US$ BILLION), 2016 – 2020
FIGURE6-29: EUROPE M-PAYMENT REVENUE (IN US$ BILLION), 2016 – 2020
FIGURE6-30: ASIA PACIFIC M-PAYMENT REVENUE (IN US$ BILLION), 2016 – 2020
FIGURE6-31: AFRICA M-PAYMENT REVENUE (IN US$ BILLION), 2016 – 2020
FIGURE6-32: MIDDLE EAST M-PAYMENT REVENUE (IN US$ BILLION), 2016 – 2020
6.3C. NFC MOBILE PAYMENT MARKET 2016-2020
FIGURE6-33: GLOBAL NFC M-PAYMENT MARKET (IN US$ BILLION), 2016 – 2020
6.3D. NFC-ENABLED CELLPHONES SHIPMENT
FIGURE6-34: GLOBAL NFC-ENABLED CELLPHONE SHIPMENT (IN MILLION), 2016 – 2020
6.4 MOBILE P2P PAYMENTS
TABLE6-1: P2P PAYMENTS MARKET BY REGION (IN US$ BILLION), 2016 – 2020
FIGURE6-35: GLOBAL P2P PAYMENTS MARKET (IN US$ BILLION), 2016 – 2020
FIGURE6-36: P2P PAYMENTS MARKET BY REGION (IN US$ BILLION), 2016 – 2020
7.O MOBILE MONEY X-TRA MILES: CONCLUSIONS, RECOMMENDATIONS, & PROTENTIONS. 2021 & BEYOND.
7.1. X-TRA MILES?
7.2. DARK HORSES
OPERATORS + BANKS + FINTECHS — MUST WATCH OUT FOR.
7.3 COMPLIANCE CHEAT SHEET
WORLDWIDE COMPLIANCE HAND BOOK
7.4. CASE #30
AMBEROON
7.5. MOBILE IDENTITY ADVANCEMENTS.
7.5A. MOBILE MONEY EVILS
7.5A.1. RISKY SOLUTIONS
7.5A.2. FRAUDS, HEISTS, HACKS, & NARROW SURVIVALS.
NOTEWORTHY ACTIONS / INACTIONS, WORLDWIDE
7.6. POTENTIAL MARKETS
MASSIVE | MID - SIZED | SQUEEZED | & NO - GOs
7.7. BULLISH PREDICTIONS
ARENAS THAT’LL SEE PROMISING GROWTH
7.7A. BIG INVESTORS
COUNTRIES > INDUSTRIES > TECHNOLOGIES
7.7B. SMALL INVESTORS
COUNTRIES > INDUSTRIES > TECHNOLOGIES
7.8. MODERN MOBILE MONEY FUTURE
REVENUES, SUSTENANCE, & RELEVANCE
7.8A. MAKING MONEY BEYOND MERE TRANSACTIONS & INTERMEDIATION
7.8B. MOBILE MONEY ‘NETWORK-AS-COMMODITY’
MORE THAN 10 WAYS TO MONETISE A MOBILE MONEY NETWORK (AS COMMODITY)
7.9. WORLD NICHE COMPLEX
FEATURING OVER 200 NICHES
7.10. CONCLUSIONS
7.11. RECOMMENDATIONS

Worldwide Mobile Money Modernisation & Monetisation 2017 to 2022

Mobile Money had lost its charm, no body was making profits from it. Banks will never let it go (so easy), the size of the investments - too much exposure - risk, excess competition (/ quantification-of-expertise), razor of compliance . . . could only shrink profits (if there any). The revenue decay is inevitable. Already who were doing it were struggling, and those looking to do it anew were spending head over heels. In hope [. . . well, a lot for “hope!”] of turning profitable one day, laying too much burden dreaming big on owning largest market share, alone (100 — is the average no. of mobile money companies operating per country/140 countries), . . . were some misbeliefs keeping us from delving deeply into the subject, Mobile Money.

All of the above is true to certain degree. But then what about the visible gains of "the few" (the sum of "those few" yield up near 200 million per month for each of the total 679 operators, statistically speaking)! What about those 38% or so who’re milking most; and the '23% new' who were getting ready to join the unicorn club, as we write. What was so encouraging!

(Okay we all know so much about, but) m-Pesa contributes paltry 8% to 'the total wealth'. It is the rest of the players that excited us. For what the report is about.

How who have done it, including the new bundle who’re all set, were so encouraged by? How those making profits were doing it? What is it that others can do? The creative analogies in & out. . . . became the founding stone of this research.

Further it was equally important for our team to identify and lay-down ‘patterns' which other businesses could easily grasp, emulate, and execute with almost 99% accuracy. . . . thus became the criterion of selecting case studies, analysis, pilots., surveys, and endless examples that follow in the report.

NTRODUCTION

"Modern Methods, Modern Technologies, & Modern Experience will contribute over 85% to the total $1150 billion dollar mobile money revenue (net) expected to generate from mobile banking, payments, commerce, & retail platforms by 2022”.

This includes both “existing” as well as “tentative” conventional (/traditional) & unconventional (/contemporary) mobile money subscriptions —expected to happen between 2017 & 2022.

“All those too slow or despondent to this change will struggle for survival. And those well prepared or adaptive will inevitably take the early lead and end up making most of this once in decades multibillion dollar opportunity”,

— Oscar Mine, Principal Analyst, TeleResearch Labs.

Implying most of the infrastructure, servicing standards, business modelling, & harnessing will have to be ‘upgraded’ to tick with end-user expectations of a modern experience, by 2022. Essentially, users anticipate their service providers to proactively scale up from their current levels of services, both “quantitatively & qualitatively”.

WHAT IS ‘MODERN MOBILE MONEY’, ANYWAY?

‘Modern’ is transition from the past way of doing things. An Improvement. An upgraded experience in the wake of rising expectations, new times, changing perspectives, & lifestyles. Conceptually (thus) 'Modern Mobile Money’ would be an enhanced form of organic mobile money that allows integration with systems of other industries, meets the expectations of retail and commercial/corporate end-clients, and outperforms the end-user experience.

For easy grasp, we have divided an ideal ‘Modern Mobile Money System’ into 2-Facets: 1. Modern Frontend 2. Modern Backend; and 3-Target Area Nodes: 1. Modern Infrastructure. 2. Modern Services. 3. Modern Execution.

Giving more to customers than they can chew —richer options, omnipresence, a truly gratifying end-user experience, &c . . illustrate A Modern Frontend. An extremely responsive, flexible, & safe system, open to partnerships (/creative conglomerations), etc. . . represent the 2nd facet: A Modern Backend.

Modern Infrastructure points to systemic (business) environment; accessibility, safety, partnerships, end-user experience, technological advancements (expansive outreach, feature-rich enablements, PCRF, billing, delivery, etc.).

Modern Services are the rallying revenue platforms/ opportunities, e.g. Retail Services (goods, transactions, top-ups, &c.); Payment Services (billing, wallets, cards, rewards, etc.); Banking Services (lending, depositing, insurance, &c.), & Commerce Services (wealth management, trading, B2B, wholesale, &c.).

Modern Executions reflect “Goal-Oriented” Planning & Fulfilment, e.g. On-Demand Growth, Push for Revenues (ATPUs, etc.), Fast Onboarding, Customer Polarisation & Consolidation, Marketshare, Investments, 100% Compliance, Awesome End-User experience, &c.

WHAT WILL RESEARCH DELIVER — WHO IS IT MEANT FOR?

If you were to name one thing common among customers of the conventional banks, what made them equally vulnerable, what'd that be?

Near 1200 customers of 80 Banks, worldwide that we studied approx. 38% say they’re ‘unhappy’. Resentment. Lower Satisfaction. Distrust. Lack of Transparency. Complexity. Unilateral/Stiff Attitude. Unfriendlier, Rude Behaviour . . . are all perfect interpretations of unhappiness.

No of Pages - Condensed Edition - 150 | Extended Edition - 330
No of Chapters - Condensed Edition - 4 | Extended Edition - 7
No of Cases - Condensed Edition - 20+ | Extended Edition - 50+
No of Hypergrowth Models - Condensed Edition - 15+ | Extended Edition - 25+
No of Analyses - Condensed Edition - 20+ | Extended Edition - 50+
Analyst Support - Condensed Edition - No | Extended Edition - 1 year


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