移動(dòng)商務(wù)的應(yīng)用

移動(dòng)商務(wù)應(yīng)用例子

緊急事件處理：如警察,消防人員,交通執(zhí)法人員,衛(wèi)生檢查員,建筑檢查員,交通檢查員,火災(zāi)檢查員,設(shè)備管理人員等。

移動(dòng)定位服務(wù)：如出門旅游人員；速遞服務(wù)人員等。能夠?yàn)槁眯姓咛峁┘毙栊畔ⅲ缏窙r、附近的加油站、駕駛方向和當(dāng)?shù)芈糜蜗驅(qū)У姆?wù)中獲得幫助。移動(dòng)定位設(shè)備也可用來跟蹤卡車、被盜車輛、精神病人、孩子或其他移動(dòng)的目標(biāo)。

時(shí)效性服務(wù)：如航空時(shí)刻表，股票價(jià)格，家庭防盜自動(dòng)警鈴等。移動(dòng)商務(wù)應(yīng)用例子（續(xù)）

電子皮夾：用戶可以使用移動(dòng)電話支付公共汽車、出租車、車輛看管、洗車、汽油等費(fèi)用；有了先進(jìn)的生物測(cè)定安全機(jī)制，如指紋或聲音識(shí)別、儲(chǔ)存在芯片中的內(nèi)置安全碼，移動(dòng)設(shè)備能夠作為個(gè)人身份識(shí)別和系統(tǒng)服務(wù)或進(jìn)入建筑的鑰匙。

便攜式娛樂：用戶可以很容易的獲得多種個(gè)性化的娛樂（音樂、游戲、賭博，甚至是關(guān)于他或她最喜歡的電影明星的新聞等）案例：日本DoCoMo的I-mode.http://www.docomo-/FOMA概況?2001年10月1日，日本最大的移動(dòng)通信公司NTT

DoCoMo率先推出全球首個(gè)商用3G服務(wù)，命名為FOMA（Freedom

Of

Mobilemultimedia

Access）?至2005年3月，F(xiàn)OMA用戶已經(jīng)達(dá)到1150萬(wàn)，是全球最大的WCDMA網(wǎng)2005年3月日本移動(dòng)運(yùn)營(yíng)商3G市場(chǎng)份額e視頻電話Videophon支持可視通話，兼容3G-324M標(biāo)準(zhǔn)Chara-denTM視頻電話時(shí)，傳送動(dòng)畫等取代呼叫者的真實(shí)畫面

Visualnet視頻會(huì)議（最多支持8人同時(shí)在線）MFirstPassT電子認(rèn)證服務(wù)，可以為用戶移動(dòng)購(gòu)物提供高安全性保證M-Stage?移動(dòng)多媒體內(nèi)容服務(wù)M-Stage?

music：音樂配送服務(wù)M-Stage?

visual：視頻配送服務(wù)M-Stage?

book：電子書服務(wù)M-Stage?

Vlive：實(shí)時(shí)流媒體服務(wù)M-Stage?

Visualnet：視頻會(huì)議服務(wù)i-mode?i-appliTM基于Java的應(yīng)用i-motionTM通過視頻短片（VideoClip）觀看電影預(yù)告、◆體育動(dòng)向等Chaku-UtaTM/Chaku-motionTM用戶手機(jī)收到呼叫時(shí)可播放歌曲或視頻短片◆i-areaTM位置信息服務(wù)，提供用戶所在位置的相關(guān)內(nèi)容Deco-mailTMHTML格式郵件，可以附加圖片、動(dòng)畫等內(nèi)容i-motion

mailTM用戶可以在郵件中附加視頻短片i-shotTM發(fā)送附加靜態(tài)圖片的郵件i-mode

mail文本內(nèi)容的郵件（E-mail）i-mode

FelicaTM通過非接觸式IC卡（Felica）實(shí)現(xiàn)移動(dòng)電子錢包功能FOMA業(yè)務(wù)DoCommerceTM移動(dòng)在線支付服務(wù)高速數(shù)據(jù)通信支持最高384kbps數(shù)據(jù)傳輸FOMA業(yè)務(wù)典型應(yīng)用家長(zhǎng)通過FOMA會(huì)議電視功能可以隨時(shí)了解子女在托兒所的活動(dòng)移動(dòng)商務(wù)企業(yè)應(yīng)用分類垂直行業(yè)應(yīng)用分類大量移動(dòng)辦公人員、移動(dòng)營(yíng)銷醫(yī)藥代表病歷、緊急救護(hù)、監(jiān)護(hù)病人煤、水、電（結(jié)合GPS）倉(cāng)庫(kù)盤點(diǎn)、調(diào)度、銷售信息移動(dòng)支付、股票現(xiàn)場(chǎng)及時(shí)采集信息、處理事故遠(yuǎn)程教育保險(xiǎn)業(yè)：醫(yī)藥行業(yè)：公共衛(wèi)生行業(yè)：公用事業(yè)：物流行業(yè)：金融行業(yè)：公安系統(tǒng)：教育行業(yè)：……移動(dòng)商務(wù)企業(yè)應(yīng)用分類功能分類銷售自動(dòng)化（SFA）客戶關(guān)系管理（CRM）供應(yīng)鏈管理（SCM）企業(yè)資源規(guī)劃（ERP）……中國(guó)移動(dòng)通信市場(chǎng)

2003年底，中國(guó)移動(dòng)電話用戶的數(shù)量已經(jīng)達(dá)到了2.6869億人，20.92部/百人，經(jīng)成為全球最大的移動(dòng)電話市場(chǎng)。2003年全球新增的移動(dòng)用戶中，有四分之一多來自中國(guó)。

2004年7月信息產(chǎn)業(yè)部發(fā)布最新移動(dòng)通訊市場(chǎng)數(shù)據(jù)，2004年上半年中國(guó)新增移動(dòng)電話用戶3500萬(wàn)戶，總數(shù)達(dá)3.05億戶到2010年，中國(guó)移動(dòng)用戶將突破7億戶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