Weekly Wireless Report WEEK ENDING February 27, 2015
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Industry Perspectives on Mobile/Digital Wallets and Channel Convergence
Mobile Payments Industry Workgroup (MPIW) December 3-4, 2014 Meeting Report Industry Perspectives on Mobile/Digital Wallets and Channel Convergence Elisa Tavilla Payment Strategies Industry Specialist Federal Reserve Bank of Boston March 2015 The author would like to thank the speakers at the December meeting and the members of the MPIW for their thoughtful comments and review of the report. The views expressed in this paper are solely those of the author and do not reflect official positions of the Federal Reserve Bank of Boston, the Federal Reserve Bank of Atlanta, or the Federal Reserve System. I. Introduction The Federal Reserve Banks of Boston and Atlanta1 convened a meeting of the Mobile Payments Industry Workgroup (MPIW) on December 3-4, 2014 to discuss (1) different wallet platforms; (2) how card networks and other payment service providers manage risks associated with converging digital and mobile channels; and (3) merchant strategies around building a mobile payment and shopping experience. Panelists considered how the mobile experience is converging with ecommerce and what new risks are emerging. They discussed how EMV,2 tokenization,3 and card-not-present (CNP)4 will impact mobile/digital wallets and shared their perspectives on how to overcome risk challenges in this environment, whether through tokenization, encryption, or the use of 3D Secure.5 MPIW members also discussed how various tokenization models can be supported in the digital environment, and the pros and cons of in-app solutions from both a merchant and consumer perspective. With the broad range of technologies available in the marketplace, merchants shared perspectives on how to address the emergence of multiple wallets and the expansion of mobile/digital commerce. -
A Taxonomy-Based Analysis of Platform Ecosystems for Fitness Trackers
Is Open Always Better? - A Taxonomy-based Analysis of Platform Ecosystems for Fitness Trackers Anne-Katrin Witte1, Rüdiger Zarnekow1 1 Technical University of Berlin, Chair for Information and Communication Management, Berlin, Germany {a.witte,ruediger.zarnekow}@tu-berlin.de Abstract. The wearable fitness technology sector is growing steadily as a result of the increasing miniaturization of sensors and the rapid rise of the mobile internet. In this context the use of fitness trackers promises the consumer the provision of personalized health services. This additional value cannot be achieved by a single company but is realized by a multitude of different actors that collectively create value within platform ecosystems. In order to understand their structure and properties and get a current market overview, a taxonomy to analyze wearable fitness technology platform ecosystems is developed following the methodology by Nickerson et al. [1]. The empirical-to-conceptual approach is conducted by applying the flagship fitness tracker of the ten highest rated manufacturers as a fundamental platform technology. Using the taxonomy four clusters could be identified that primarily distinguish the fitness tracker companies regarding their openness to consumers and developers. Keywords: Fitness tracker, wearable fitness technology, platform ecosystem 1 Introduction Fitness tracker offer the potential to provide personalized and ubiquitous health services to consumers [2]. Through their numerous sensors and functions, they enable and empower users to track and change their habits to lead a healthier lifestyle. This can be either done for private application by using an app to analyze the recorded health data or in context with medical treatment where the physician receives the collected health data to improve the care of the patient. -
Kiosk III ISO 18092 Contactless Device
Kiosk III ISO 18092 Contactless Device The ViVOpay Kiosk III is a flexible stand-alone contactless reader comprised of a compact controller module and an RFID antenna module packaged individually giving equipment manufacturers flexibility to integrate contactless payment functionality with their host systems. The design approach allows the controller module to be easily installed within minimal footprint and effort in a customer-facing locations. The ViVOpay Kiosk III is certified with most contactless payment programs such as MasterCard® PayPass™ , ExpressPay from American ExpressSM, Visa® VCPS and Discover® DPAS. It also supports Apple Pay, Softcard, and other mobile wallets. In most cases a host system with ViVOpay Kiosk III would be enable with contactless payment functionality without the need to go through lengthy re-certification. The ViVOpay Kiosk III also supports contactless ticketing functionality such as used in most transit systems worldwide as well as NFC mobile phone payments and promotions. It’s powerful ARM processor and remote download capability allows for future scalability and updates. Operators can rest assured that the investment of today will support the developments in contactless payments of the future. Features and Benefits: Square Bezel Antenna • Contactless: Compatible with ISO 14443 Type Small Footprint for applications with A & B Mifare and ISO 18092 NFC compatible limited space or flush mounting. phones. • Applications: Retail drive-thru, ticketing machines, transit turnstiles/fare collection Contactless NFC systems, reload machines for transit system, airport self check-in, parking ticket validation/payment boxes, parking meters and many other inside and outdoor applications. Angled Bezel Antenna For a more integrated application • Flexibility: Controller module and RFID and increased tamper resistance. -
View December 2013 Report
MOBILE SMART FUNDAMENTALS MMA MEMBERS EDITION DECEMBER 2013 messaging . advertising . apps . mcommerce www.mmaglobal.com NEW YORK • LONDON • SINGAPORE • SÃO PAULO MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT A Year of Transformation The new-year invariably kicks off with a slew of predictions, many of which are being usefully defined and shared by our global and regional board members, and many of which are likely to come to fruition or certainly build in momentum. The one area that we feel is certain to gain momentum and have a huge impact on how the mobile industry develops in 2014 is the number of brands that we will see moving from the sidelines and fully into the game. The impact of this will be seen both in the gains in mobile spend as brands move away from the 1% average that we’ve been seeing and start moving towards 10-15% mobile spend with increased ROIs as a result. We will also start to see how mobile is driving both innovation in marketing and transformation of business. As always, the MMA will be providing support and guidance for the entire industry, shining a light on inspiration, capability development, measurement and advocacy allowing all constituents to continue building their businesses, with mobile at its core. We look forward to supporting you and the industry. I wish you much success in 2014. Onwards, Greg Stuart INTRODUCTION 2 MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT Table of Contents EXECUTIVE MOVES 4 PUBLIC COMPANY ANALYSIS 7 M&A TRANSACTIONS 9 FINANCING TRANSACTIONS 13 MMA OVERVIEW 25 HIDDEN RIVER OVERVIEW 26 Greg Stuart Todd Parker CEO, Mobile Marketing Association Managing Director, Hidden River [email protected] [email protected] MOBILE MARKETING ASSOCIATION DECEMBER 2013 REPORT Executives on the Move Name New Company Old Company New Company Summary Date T-Mobile is a mobile telephone operator headquartered in Gary King Chief Information Officer, T-Mobile Chief Information Officer, Chico's FAS 12/20/13 Bonn, Germany. -
Competition of Multi-Platform Ecosystems in the Iot
Competition of Multi-Platform Ecosystems in the IoT Frank MacCrory Evangelos Katsamakas University of California, Irvine Fordham University Abstract The Internet of Things (IoT) is a significant technology trend that may transform business and society. Consumer IoT devices, such as smartwatches and smart speakers, create significant value for consumers. This article proposes a novel analytical model that captures strategic behavior in the consumer IoT context. We introduce the concept of a multi-platform ecosystem orchestrated by a multi-platform firm. A multi-platform firm offers a system of platforms, such as a smartphone and a smart speaker. We analyze the competition of multi-platform ecosystems, and we show how firm choices affect consumers and market outcomes. Moreover, we identify distinct eras of competition that formalize the IoT evolution, which results from firms adding new device capabilities over time. We show that a vendor’s smart platform device that is a networked complement for its smartphone may become a substitute, i.e. consumers will stop using the vendor’s smartphone and they will use only the vendor’s smart device (or the smart device of a competing vendor). We also characterize conditions under which it is profitable for a vendor to make its new platform device look more like its smartphone. Overall, we provide insights on multi-platform firms and how they differ from platform firms. We identify opportunities for future research on the economics and strategy of multi-platform ecosystems. Keywords: Internet of Things (IoT), Platform, Ecosystem, Multi-platform Ecosystem, System of Platforms, Network Effects, Wearables, Multi-platform firm, Business model, Multi-platform business model, Cross-platform network effects, Digital Transformation, Competition, Analytical Model, Hotelling 1. -
User Guide User Guide
User Guide User Guide User GH68-42147A Printed in USA Legal Notices Warning: This product contains chemicals known ownership in the Intellectual Property is transferred to to the State of California to cause cancer and you. All applicable rights of the Intellectual Property reproductive toxicity. For more information, please call shall remain with SAMSUNG and its suppliers. 1-800-SAMSUNG (726-7864). Open Source Software Intellectual Property Some software components of this product, including but not limited to ‘PowerTOP’ and ‘e2fsprogs’, All Intellectual Property, as defined below, owned by incorporate source code covered under GNU General or which is otherwise the property of Samsung or its Public License (GPL), GNU Lesser General Public respective suppliers relating to the SAMSUNG Phone, License (LGPL), OpenSSL License, BSD License and including but not limited to, accessories, parts, or other open source licenses. To obtain the source code software relating there to (the “Phone System”), is covered under the open source licenses, please visit: proprietary to Samsung and protected under federal http://opensource.samsung.com laws, state laws, and international treaty provisions. Intellectual Property includes, but is not limited to, inventions (patentable or unpatentable), patents, trade secrets, copyrights, software, computer programs, and Disclaimer of Warranties; related documentation and other works of authorship. You may not infringe or otherwise violate the rights Exclusion of Liability secured by the Intellectual Property. Moreover, EXCEPT AS SET FORTH IN THE EXPRESS you agree that you will not (and will not attempt to) WARRANTY CONTAINED ON THE WARRANTY modify, prepare derivative works of, reverse engineer, PAGE ENCLOSED WITH THE PRODUCT, THE decompile, disassemble, or otherwise attempt to PURCHASER TAKES THE PRODUCT “AS IS”, AND create source code from the software. -
Mobile Payment
Telecom & Media Viewpoint Mobile payment Is this the turning point? Mobile payment has been on the agenda of numerous players across industries for more than a decade. Now, with Apple Pay and Google Wallet launched and the markets equipping themselves, mobile payment may finally take off. Is this the turning point in developed markets? Mobile payment has taken off, but not in developed cashless societies early are still in a nascent stage. In Sweden, markets – until now for example, where cash payments decreased to 22% of total transactions, mobile payments still only represented 3% of Mobile payment has taken off on a global scale, accounting for transactions as of 2014. a total of 285 billion USD in 2014 and representing 7% of global A well-known success story in developed markets is the electronic transactions. Arthur D. Little expects these figures to Starbucks mobile payment app. The app was launched in 2011 continue growing at a fast pace, exceeding 800 billion USD and counted 12 million users in 2014, which the firm claimed by 2017. accounted for about 90% of US mobile payment transactions. Figure 1: Global m-payment value forecast [2013-17, bn USD] Other prominent examples are driven by Korea Telecom in South Korea and NTT DoCoMo in Japan. Nevertheless, success stories 823 in developed markets are mostly regionally bound and specific, such that they have not been replicated or extended on a global 605 scale. 426 Nonetheless, Arthur D. Little believes a turning point for mobile payment in developed markets is more likely than ever 285 188 before. -
HPS231 EMV Rest FIN.Indd
October 2014 EMV and Restaurants: What you need to know Mike English Executive Director, Product Development Heartland Payment Systems © 2014 Heartland Payment Systems, Inc. All trademarks, service marks and trade names referenced in this material are the property of their respective owners. EMV and Restaurants The goal of this white paper is to educate the reader about EMV and the potential benefits of implementing an EMV solution, and to provide high-level information that will guide you to successfully implement EMV for payment acceptance. What Is EMV? EMV stands for the European MasterCard Visa consortium Today, there are more than 1.5 billion EMV cards deployed that developed new payment card technology, utilizing in more than 120 countries on four continents. “By the embedded chips. EMV is a set of standards designed to end of 2015, 70% of U.S. credit cards and 41% of U.S. debit protect debit and credit cards that are accepted at the point cards will be EMV-enabled, says Aite Group.”2 The United of sale, as well as ATM transactions. The EMV standards States will be the last developed country to migrate to EMV. were formed by Europay, MasterCard and Visa in 1993. EMV standards define the interaction at the physical, Accepting EMV at Your Location electrical, data and application levels between an integrated Restaurants are able to accept EMV cards in two ways. One circuit (IC) chip embedded in a plastic card and the point- method is to insert the EMV card into a card reader that is of-sale terminal or device that reads the IC card for integrated in the terminal or PIN pad. -
Greenliteto Edit Master Cashless? Title Style
Click to edit Master title style Be more profitable! Accept card & mobile payments. Your turn-key cashless & data solution. ClickCashless to edit Realities Master title style Your customers are carrying less cash. 1 in 5 don’t carry any!* *Walker Sands 2014 Future of Retail Study Over 1 billion cashless transactions in the U.S. Mobile Wallet Use is Growing Increasing 11-16% over the next several years. 27% of total workplace market sales are cashless, a 62% increase from 2 years ago.* *Vending Times Industry Research ClickIt’s all to about edit Master profitability title style • Make your vending equipment more profitable & convenient by implementing cashless • Reducing the costs of filling your equipment with integrated remote reporting ClickWith toCashless edit Master You Can title Increase style Sales! 1 You’ve Got To Take It To Make It You won’t miss the sale from a cashless customer. 2 Increase Same Machine Sales On average, the industry is seeing 15% increase in same machine sales after adding cashless. 3 Higher Priced Item Sales Cashless allows you to enhance your product offerings with higher priced (better margin) products. ClickWith Reportingto edit Master You Can title Reduce style Your Costs! • Let technology alert you when you need to visit your machine and use the rest of the time for the things you want or need to be doing • Manage your product sales and cash & cashless transactions online • See what’s selling and what isn’t from your computer or mobile device In short cutting time and expense. ClickWhy Greenliteto edit -
AT&T Inc. Financial Review 2014
AT&T Inc. Financial Review 2014 Selected Financial and Operating Data 10 Management’s Discussion and Analysis of Financial Condition and Results of Operations 11 Consolidated Financial Statements 42 Notes to Consolidated Financial Statements 47 Report of Management 76 Report of Independent Registered Public Accounting Firm 77 Report of Independent Registered Public Accounting Firm on Internal Control over Financial Reporting 78 Board of Directors 79 Executive Officers 80 AT&T INC. | 9 Selected Financial and Operating Data Dollars in millions except per share amounts At December 31 and for the year ended: 2014 2013 2012 2011 2010 Financial Data Operating revenues $132,447 $128,752 $127,434 $126,723 $124,280 Operating expenses $120,701 $ 98,273 $114,437 $117,505 $104,707 Operating income $ 11,746 $ 30,479 $ 12,997 $ 9,218 $ 19,573 Interest expense $ 3,613 $ 3,940 $ 3,444 $ 3,535 $ 2,994 Equity in net income of affiliates $ 175 $ 642 $ 752 $ 784 $ 762 Other income – net $ 1,652 $ 596 $ 134 $ 249 $ 897 Income tax expense (benefit) $ 3,442 $ 9,224 $ 2,900 $ 2,532 $ (1,162) Net Income $ 6,518 $ 18,553 $ 7,539 $ 4,184 $ 20,179 Less: Net Income Attributable to Noncontrolling Interest $ (294) $ (304) $ (275) $ (240) $ (315) Net Income Attributable to AT&T $ 6,224 $ 18,249 $ 7,264 $ 3,944 $ 19,864 Earnings Per Common Share: Net Income Attributable to AT&T $ 1.19 $ 3.39 $ 1.25 $ 0.66 $ 3.36 Earnings Per Common Share – Assuming Dilution: Net Income Attributable to AT&T $ 1.19 $ 3.39 $ 1.25 $ 0.66 $ 3.35 Total assets $292,829 $277,787 $272,315 $270,442 -
Are Currently Available Wearable Devices for Activity Tracking and Heart Rate Monitoring Accurate, Precise, and Medically Beneficial?
Case Report Healthc Inform Res. 2015 October;21(4):315-320. http://dx.doi.org/10.4258/hir.2015.21.4.315 pISSN 2093-3681 • eISSN 2093-369X Are Currently Available Wearable Devices for Activity Tracking and Heart Rate Monitoring Accurate, Precise, and Medically Beneficial? Fatema El-Amrawy, B.Pharm1, Mohamed Ismail Nounou, PhD1,2 1Department of Pharmaceutics, Faculty of Pharmacy, Alexandria University, Alexandria, Egypt; 2Department of Pharmaceutical Sciences, Appalachian College of Pharmacy, Oakwood, VA, USA Objectives: The new wave of wireless technologies, fitness trackers, and body sensor devices can have great impact on health- care systems and the quality of life. However, there have not been enough studies to prove the accuracy and precision of these trackers. The objective of this study was to evaluate the accuracy, precision, and overall performance of seventeen wearable devices currently available compared with direct observation of step counts and heart rate monitoring. Methods: Each par- ticipant in this study used three accelerometers at a time, running the three corresponding applications of each tracker on an Android or iOS device simultaneously. Each participant was instructed to walk 200, 500, and 1,000 steps. Each set was repeated 40 times. Data was recorded after each trial, and the mean step count, standard deviation, accuracy, and precision were estimated for each tracker. Heart rate was measured by all trackers (if applicable), which support heart rate monitor- ing, and compared to a positive control, the Onyx Vantage 9590 professional clinical pulse oximeter. Results: The accuracy of the tested products ranged between 79.8% and 99.1%, while the coefficient of variation (precision) ranged between 4% and 17.5%. -
Merger Policy in Digital Markets: an Ex Post Assessment 3 Study Is to Undertake a Less Common Form of Ex Post Assessment
Journal of Competition Law & Economics, 00(00), 1–46 doi: 10.1093/joclec/nhaa020 MERGER POLICY IN DIGITAL MARKETS: AN EX Downloaded from https://academic.oup.com/jcle/advance-article/doi/10.1093/joclec/nhaa020/5874037 by guest on 18 December 2020 POST ASSESSMENT† Elena Argentesi,∗Paolo Buccirossi,†Emilio Calvano,‡ Tomaso Duso,§,∗ & Alessia Marrazzo,¶ & Salvatore Nava† ABSTRACT This paper presents a broad retrospective evaluation of mergers and merger decisions in markets dominated by multisided digital platforms. First, we doc- ument almost 300 acquisitions carried out by three major tech companies— Amazon, Facebook, and Google—between 2008 and 2018. We cluster target companies on their area of economic activity providing suggestive evidence on the strategies behind these mergers. Second, we discuss the features of digital markets that create new challenges for competition policy. By using relevant case studies as illustrative examples, we discuss theories of harm that have been used or, alternatively, could have been formulated by authorities in these cases. Finally, we retrospectively examine two important merger cases, Facebook/Instagram and Google/Waze, providing a systematic assessment of the theories of harm considered by the UK competition authorities as well as evidence on the evolution of the market after the transactions were approved. We discuss whether the competition authority performed complete and careful analyses to foresee the competitive consequences of the investigated mergers and whether a more effective merger control regime can be achieved within the current legal framework. JEL codes: L4; K21 ∗ Department of Economics, University of Bologna † Lear, Rome ‡ Department of Economics, University of Bologna, Toulouse School of Economics and CEPR, London § Deutsches Institut fuer Wirtschaftsforschung (DIW Berlin), Department of Economics, Tech- nical University (TU) Berlin, CEPR, London and CESifo, Munich ¶ Lear, Rome and Department of Economics, University of Bologna ∗ Corresponding author.