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モバイルバンキング:Telcoがリテールバンキング市場に参入する方法

Mobile Banking: How Can Telcos Enter the Retail Banking Market?

発行 IDATE DigiWorld 商品コード 274538
出版日 ページ情報 英文 38 Pages
納期: 即日から翌営業日
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モバイルバンキング:Telcoがリテールバンキング市場に参入する方法 Mobile Banking: How Can Telcos Enter the Retail Banking Market?
出版日: 2018年05月17日 ページ情報: 英文 38 Pages
概要

当レポートでは、Telco (通信事業者) 向けのモバイルバンキング普及戦略について取り上げ、さまざまな戦略的質問、モバイルバンキングの意味、モバイル金融サービス提供方法、市場参入方法、コストと収益など、体系的な情報を提供しています。

第1章 エグゼクティブサマリー

第2章 調査手法とイントロダクション

第3章 Telco向けのモバイルバンキングの意味

  • 電子決済バリューチェーンにおける従来型の主要企業
  • バンキングバリューチェーンに対する新興企業
  • バリューチェーンに対するTelco向けの新しい機会

第4章 Telcoが提供可能なモバイル金融サービス

  • モバイル金融サービス (モバイル決済からモバイルバンキングまで) の種類
  • Telco向けのサービス全体の市場可能性の評価
  • Telcoの顧客に対する付加価値サービスの提案

第5章 Telco向けに最適なモバイルバンキング市場参入方法

  • 普及戦略に影響を与える可能性がある変数の種類
  • バンキング市場に参入するためのパートナーシップアプローチ
  • さまざまな普及戦略におけるビジネスケースの実例

第6章 モバイルバンキングのコストとその収益

  • モバイルバンキング市場の機会
  • ビジネスモデル
  • コストと収益の内訳
目次
Product Code: M18130MRA

This study addresses the mobile banking penetration strategy for a telco.

After a review of the disruptions that reconfigure the banking market, the study focuses on the various strategic questions that may arise when a telco is launching such an initiative: How does mobile banking make sense for a telco? What sort of mobile financial services can a telco provide? How should a telco enter the mobile banking market? How much does it cost and how much revenue could it produce?

The study is based on the analysis of mobile banking and mobile payment initiatives launched by telcos of which: M-Pesa, M-Shwari, Orange Money, Telenor Banka, Orange Finance, Orange Cash, O2 Banking and Orange Bank. These examples, representative in many respects of the diversity of telcos (geography, typology of services, chronology of services and similar factors.) are also representative of different penetration models of the mobile banking market and are each subject to business cases. Other examples, from telcos, fintechs or the Internet giants, also illustrate the point.

Graphic Area

World

Actors

  • Alibaba Group
  • Amazon Pay
  • American Express
  • Android Pay
  • Apple Pay
  • Bank of America
  • Bitcoin
  • Cardlytics
  • Chase
  • Daimler Financial Services
  • First Data
  • Globalpayments
  • Groupama
  • IFC
  • KBC Banka
  • LearnVest
  • Lenddo
  • MasterCard
  • Mint
  • Moven
  • M-Pesa
  • M-Shwari
  • MTN

Table of Contents

1. Executive Summary

  • 1.1. Key findings
  • 1.2. Recommendations: one solution for entering the mobile banking market is to share the risk with a banking partner

2. Methodology & introduction

  • 2.1. General methodology of IDATE DigiWorld's reports
  • 2.2. Introduction: the online banking revolution will continue, relentlessly
    • 2.2.1. Regulatory disruption: with banking regulation new entrants can change banking market
    • 2.2.2. Technological disruption: new technologies and user-centric UX open the banking market to fintech
    • 2.2.3. Business model disruption: new business models are opening the market to new data-driven entrants
    • 2.2.4. Conclusion: the banking and payment industry is transiting major change, with new entrants

3. How M-Banking makes sense for telcos

  • 3.1. Traditional key players in electronic payment value chain
  • 3.2. New players on the banking value chain
  • 3.3. New opportunities for telcos - direct and indirect - on the value chain

4. The sort of mobile financial services a telco can provide

  • 4.1. Type of mobile financial services from mobile payment to mobile banking
    • 4.1.1. Mobile payment
    • 4.1.2. Mobile banking
    • 4.1.3. Advanced mobile banking
  • 4.2. Assessment of service-wise market potential for a telco
    • 4.2.1. Banks and telco financial services perspective
    • 4.2.2. Service-wise market potential valuation for telcos
  • 4.3. Value-added services proposition to a telco's customers

5. The best way for a telco to enter the mobile banking market

  • 5.1. Types of variables which may influence the penetration strategy
  • 5.2. Partnership approach to enter the banking market
    • 5.2.1. With or without a banking partner?
    • 5.2.2. What type of partnership?
    • 5.2.3. What type of partner?
  • 5.3. Eight illustrative business cases of different penetration strategies
    • 5.3.1. Telco-only business model
    • 5.3.2. Bank-led partnership business model
    • 5.3.3. Partnership 50/50 business model
    • 5.3.4. Telco-led partnership business model

6. The costs of m-banking, and its revenues

  • 6.1. Mobile banking market opportunity
  • 6.2. Business model
    • 6.2.1. Cases of profitable mobile banking by telcos are originating in developing countries with a sizeable opportunity among the unbanked
    • 6.2.2. In developed countries, the prime example of profitable mobile banking are to be found in fintech initiatives that focused on niche services and applied a low-cost strategy to acquire a mass audience.
  • 6.3. Costs and revenues breakdown
    • 6.3.1. Revenues: direct revenues are not the only sources of revenue for a telco
    • 6.3.2. Costs: financing requirement is mainly driven by customer growth

List of tables and figures

  • Figure 1: A new wave of banking revolution
  • Figure 2: Changes in the banking market
  • Figure 3: Key Regulatory and Industry Initiatives (KRIIs) clustered by regulators' primary objectives, 2017
  • Figure 4: Number of users for largest banks, Telco and digital players in the World
  • Figure 5: Three major changes in the banking market that
  • Figure 6: Traditional electronic payment value chain
  • Figure 7: New entrants' stakes: controlling the relationship with the consumer and integrating value chain
  • Table 1: Advantages and challenges of competitors
  • Figure 8: New direct and indirect opportunities for Telco
  • Figure 9: Type of mobile financial services from mobile payment to mobile banking
  • Figure 10: Telco could reach more value by adding mobile banking services to their offering
  • Figure 11: Service-wise market potential valuation for Telco
  • Figure 12: Telco source of differentiation
  • Figure 13: Fintech and mobile banking app example: a focus on design, UX or niche segment to differentiate
  • Figure 14: Customer-centric UX best practices
  • Figure 15: Orange financial services strategy depends on the specifics of market
  • Figure 16: Type of Business Model
  • Table 2: example of business model and related characteristics
  • Figure 17: Type of business model
  • Figure 18: Type of Business Model
  • Figure 19: Fintech according to their regulation status
  • Figure 20: M-Pesa
  • Figure 21: Orange Cash
  • Figure 22: Orange Money
  • Figure 23: Orange Finance
  • Figure 24: M-Shwari
  • Figure 25: O2 Banking
  • Figure 26: Telenor Banka
  • Figure 27: Orange Bank
  • Figure 28: Number of registered and active customers, by region (December 2016)
  • Figure 29: MTN's Mobile Money EBITDA
  • Figure 30: Orange Money Journey
  • Figure 31: N26 Business Model used to be the example for Orange Bank
  • Figure 32: Number of clients to break even elements
  • Figure 33: Direct and indirect revenues contribution to gross-profit of MTN's MobileMoney
  • Figure 34: Costs split
  • Figure 35: Illustrative set-up costs to implement mobile banking
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