23 research outputs found
Konsultation zur Netzneutralität der EU-Kommission: Inhaltsanalyse unter besonderer Berücksichtigung von Multimediaimplikationen
No full textWhen Loyalty Points Become Virtual Currencies: Transforming Business Models for Online Platforms
No full textWhen Loyalty Points Become Virtual Currencies: Transforming Business Models for Online Platforms
No full textFrom Loyalty Points to Virtual Currencies: Expanding Loyalty Schemes for Mobile Platforms
Get PDFSince the first loyalty program was introduced in the 1980s, technological innovation has changed the possibilities for such programs considerably. One significant change is the emergence of mobile and online platforms that started to deploy loyalty schemes aiming at both sides of the market, namely customers and third parties such as retailers or merchants. One consequence is the expansion of the roles of loyalty measures to the point of introducing a Virtual Currency. More than plain loyalty points, Virtual Currency is a tool to support multiple usage options granted to different types of users and utilizations. Based on the analysis of four case studies, this paper examines the business conditions and consequences of the implementation of a Virtual Currency by mobile and online platforms. One consistent element throughout all examples is the aspect of rewarding customers for desired user actions. Beyond this, the objectives of implementing a Virtual Currency go from strengthening loyalty to opening new revenue streams. The paper contributes to gain insights of how loyalty measures and rewarding schemes can be transformed and expanded to Virtual currency programs and how respective strategies can impact platforms’ business models and hence performance in the market
Poslovni modeli mobilne denarnice
Get PDFBackground and Purpose: Though Mobile Wallets have the potential to entirely substitute their physical predecessor, many Mobile Wallets narrow their operations to one particular feature. This might be because of strategic business- model design choices to position themselves strategically as intermediates between users and business partners (third parties) in more delimited markets. Thus, Mobile Wallet Applications (MWAs) often represent platforms in narrow two-sided market structures.
Design/Methodology/Approach: The paper focuses on the economics of such platforms by the means of a business model analysis. It examines how business partners are integrated in four MWAs’ strategies: Key Ring, FidMe, Apple Passbook and Qustomer.
Results: The paper shows that MWAs strive to incorporate not only a large quantity of partners but also such with a high brand value (quality of partners) in their organization design. These partners shape their service design since none of the platforms offer products or services themselves. Hence, MWAs are dependent on the third parties’ capacity and willingness to fulfill engagements and meet the customer demands.
Conclusion: MWAs - though concerned with the inclusion and management of loyalty points and schemes - do not leverage the possibility to generate revenue via third parties’ loyalty points. Theoretically, MWAs could reward or redeem loyalty points themselves.Ozadje in namen. Čeprav imajo mobilne denarnice potencial, da v celoti nadomestijo svoje fizične predhodnice, veliko ponudnikov mobilnih denarnic omejuje njihovo delovanje na le eno določeno funkcijo. Razlog zato je lahko v tem, da jih zasnova strateško poslovnega modela pozicionira kot posrednike med uporabniki in poslovnimi partnerji (tretjimi osebami) na več ločenih trgih. Aplikacije mobilne denarnice (MWAs) so pogosto postavljene v okolja ozkih dvostranskih tržnih struktur.
Zasnova / Metodologija / pristop. Članek se osredotoča na ekonomiko takšnih platform s pomočjo analize poslovnega modela. Analizira, kako so povezani poslovni partnerji štirih v strategijah mobilnih denarnicah: Key Ring, FidMe, Apple Passbook in Qustomer.
Rezultati. Članek pokaže, da si aplikacije mobilnih denarnic prizadevajo vključiti v svojo organizacijsko strukturo ne le veliko število partnerjev, temveč še posebej partnerje z visoko vrednostjo blagovne znamke (kakovost partnerjev). Ti partnerji oblikujejo zasnovo njihove storitve, saj nobeno od računalniških okolij ne ponuja izdelkov ali storitev samo po sebi. Zato je uspeh aplikacije mobilne denarnice odvisne od sposobnosti in pripravljenosti partnerjev, da izpolnijo zahtev kupcev.
Zaključek. Aplikacije mobilne denarnice - čeprav se tudi ukvarjajo z vključitvijo in upravljanjem točk programov in zvestobe - ne izkoristijo možnosti za ustvarjanje prihodkov prek točk zvestobe tretjih strank. Teoretično bi aplikacija mobilne denarnice sama lahko nagradila ali odkupila točke zvestobe
A Service of zbw Towards a typology for B2B application platforms
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