移动商务的应用

移动商务应用例子

紧急事件处理：如警察,消防人员,交通执法人员,卫生检查员,建筑检查员,交通检查员,火灾检查员,设备管理人员等。

移动定位服务：如出门旅游人员；速递服务人员等。能够为旅行者提供急需信息，如路况、附近的加油站、驾驶方向和当地旅游向导的服务中获得帮助。移动定位设备也可用来跟踪卡车、被盗车辆、精神病人、孩子或其他移动的目标。

时效性服务：如航空时刻表，股票价格，家庭防盗自动警铃等。移动商务应用例子（续）

电子皮夹：用户可以使用移动电话支付公共汽车、出租车、车辆看管、洗车、汽油等费用；有了先进的生物测定安全机制，如指纹或声音识别、储存在芯片中的内置安全码，移动设备能够作为个人身份识别和系统服务或进入建筑的钥匙。

便携式娱乐：用户可以很容易的获得多种个性化的娱乐（音乐、游戏、赌博，甚至是关于他或她最喜欢的电影明星的新闻等）案例：日本DoCoMo的I-mode.http://www.docomo-/FOMA概况❏2001年10月1日，日本最大的移动通信公司NTT

DoCoMo率先推出全球首个商用3G服务，命名为FOMA（Freedom

Of

Mobilemultimedia

Access）❏至2005年3月，FOMA用户已经达到1150万，是全球最大的WCDMA网2005年3月日本移动运营商3G市场份额e视频电话Videophon支持可视通话，兼容3G-324M标准Chara-denTM视频电话时，传送动画等取代呼叫者的真实画面

Visualnet视频会议（最多支持8人同时在线）MFirstPassT电子认证服务，可以为用户移动购物提供高安全性保证M-Stage®移动多媒体内容服务M-Stage®

music：音乐配送服务M-Stage®

visual：视频配送服务M-Stage®

book：电子书服务M-Stage®

Vlive：实时流媒体服务M-Stage®

Visualnet：视频会议服务i-mode®i-appliTM基于Java的应用i-motionTM通过视频短片（VideoClip）观看电影预告、◆体育动向等Chaku-UtaTM/Chaku-motionTM用户手机收到呼叫时可播放歌曲或视频短片◆i-areaTM位置信息服务，提供用户所在位置的相关内容Deco-mailTMHTML格式邮件，可以附加图片、动画等内容i-motion

mailTM用户可以在邮件中附加视频短片i-shotTM发送附加静态图片的邮件i-mode

mail文本内容的邮件（E-mail）i-mode

FelicaTM通过非接触式IC卡（Felica）实现移动电子钱包功能FOMA业务DoCommerceTM移动在线支付服务高速数据通信支持最高384kbps数据传输FOMA业务典型应用家长通过FOMA会议电视功能可以随时了解子女在托儿所的活动移动商务企业应用分类垂直行业应用分类大量移动办公人员、移动营销医药代表病历、紧急救护、监护病人煤、水、电（结合GPS）仓库盘点、调度、销售信息移动支付、股票现场及时采集信息、处理事故远程教育保险业：医药行业：公共卫生行业：公用事业：物流行业：金融行业：公安系统：教育行业：……移动商务企业应用分类功能分类销售自动化（SFA）客户关系管理（CRM）供应链管理（SCM）企业资源规划（ERP）……中国移动通信市场

2003年底，中国移动电话用户的数量已经达到了2.6869亿人，20.92部/百人，经成为全球最大的移动电话市场。2003年全球新增的移动用户中，有四分之一多来自中国。

2004年7月信息产业部发布最新移动通讯市场数据，2004年上半年中国新增移动电话用户3500万户，总数达3.05亿户到2010年，中国移动用户将突破7亿户What

is

a

business

model?

A

business

model

is

the

method

by

whicha

firm

builds

and

uses

its

resources

tooffer

its

customers

better

value

than

itscompetitors,

and

in

so

doing

make

moneyAfuan,

A.

and

Tucci,

L.C.

(2001)

InternetBusiness

Models

and

Strategies,

McGraw-Hill

Higher

Education.Key

components

of

m-commercebusiness

modelScope

Scope

is

basically

about

the

marketsegments,

geographic

areas,

ordemographics,

to

which

the

proposedvalue

should

be

offered

[21].

Here

we

segment

the

market

into

threecategories:

mobility,

countries/culturesand

demographics.Value

propositionsContrary

to

rich

information,

unlimited

global

access,low

transaction

costs,

facilitated

in

internet-based

e-commerce,

value

propositions

in

m-commerce

originatefrom

mobility

and

location-awareness.Ubiquitous

communication. Emergency

response

and

time-critical

informationservices,Mobile

payment

and

‘e-Wallet’Location-based

service,Portable

entertainment,Mobile

workforce

support,

andMobile

supply

chain

managementValue

propositionsValue

PropositionsValue

PropositionsThe

shift

of

value

proposition

in

m-commerceIn

summary,

the

analysis

of

value

propositions

for

m-commerce

above

suggests

several

shifts

in

thinking,compared

to

traditional

internet-based

e-commerce:from

reaching

a

home

or

office

to

reaching

a

person

from

location

independent

cyberspace

to

locationawarenessfrom

overcome

time

limitation

to

time-critical

servicefrom

information

richness

to

information

relevancy

from

transaction

cost

reduction

to

productivityimprovementfrom

complex

transactions

to

simple

critical

transacti19Source

of

RevenueA

critical

part

of

business

model

analysis

is

the

determination

of

the

sources

of

revenues.

Here

we

identify

several

revenue

sources

for

m-commerce:Sales

of

mobile

communication

equipment

and

devices,Basic

communication

charges,Value-added

service

charges,Fees

of

mobile

application

development,AdvertisingCost

savings

of

improving

internal

business

operationsSource

of

RevenueIn

brief,

when

we

identify

revenues

for

m-commerce,

weshould

shift

our

thinking

rom

traditional

internet-basecommerce

in

the

following

ways: from

a

resource

abundant,

free

service

dominated‘socialist’

system

to

a

scarcity/ownership-based‘capitalist’

system from

flat-rate

internet

access

charges

to

traffic-basecommunication

chargesfrom

advertising-centric

to

subscription-centric from

transaction

cost

reduction

to

improved

internalbusiness

productivity from

simple

individual

billing

systems

to

complex

multibilling

systems.Mobile

Value

ChainInvestigating

the

Dynamics

of

the

M-Commerce

Value

System:

A

ComparativeViewpointOfir

Turel

and

Yufei

YuanWhat

is

Value

Chain?

Although

the

original

purpose

of

a

valuechain

was

to

identify

the

fundamentalvalue-creating

processes

involved

inproducing

a

product

or

service

within

afirm,

the

concept

has

since

beenbroadened

and

is

often

used

to

describean

entire

industry.Value

Chain In

many

macro-level

studies,

value-system

models

offirm/

industry

structure

are

frequently

used

to

understindustry

configurations,

and

analyze

and

improve

firmsand

industries’

strategic

advantage. Most

value-system

models

attempt

to

understand

howvalue

is

created

by

firms,

industries

and

business

goalsthrough

mapping

the

set

of

business

activities

in

ameaningful

way. These

models

break

industries

into

layers

of

similaractivities.

Each

layer

contains

firms

and

activities

threquire

similar

capabilities

(Krafft

2003).Value

Chain

An

industry

level

value

chain

serves

as

amodel

of

the

industry

whereby

processesare

considered

independent

of

the

firmsthat

may

or

may

not

engage

in

them.

Thisseparation

enables

analyses

of

thepositions

of

various

firms

in

the

overallindustry

as

well

as

instances

of

verticalintegration

or

cooperative

agreements(alliances,

joint

ventures,

etc.).Value

Network

Christensen

and

Rosenbloom

(1995)view

a

value

network

as

a

nestedcommercial

system

where

the

scopeand

boundaries

are

defined

by

thedominant

technological

paradigmemployed at

the

higher

levels

of

thenetwork.

This

dominant

of

value

in

thenetwork

and

thus,

entrance

into

thenetwork

is

based

on

the

ability

to

addvalue

within

the

given

measurement.Value

chain

analysis

The

question,

however,

is

not

how

well

isthe

reality