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.
"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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