POWER SHIFT 2 Cloud Services New Partnership Deals This Year Marked a Shift in Power in Mobile
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Vodafone: Expanding Access to Financial Services
Vodafone: Expanding Access to Financial Services Initiative Description In 2008, Vodafone joined the Business Call to Action (BCtA) with its pledge to increase access to financial services, drive small-scale enterprise, and stimulate economic growth in key emerging markets through its Vodafone Money Transfer platform known locally in Kenya, Tanzania, Fiji, Afghanistan, and South Africa as M-PESA or M-Paisa. Vodafone’s goal: • Expand access of Money Transfer platform in Kenya, Tanzania, South Africa, Fiji, and Afghanistan so that people can securely receive or transfer money Business Model Across the developing world, lack of access to basic financial services hinders economic growth and development. Informal, cash-based economies leave citizens vulnerable to risks and without a secure means of saving or transferring money. Experts estimate that roughly three billion people worldwide are unbanked.1 For the vast majority of this population, paying bills, saving money, or sending cash to family members in another village, is a dangerous, time consuming, and expensive prospect. With roughly two billion mobile phone users in developing countries, mobile money transfer and payment services provide a potential solution to connect the millions of people who do not have access to formal financial services. In 2005, Vodafone won a grant from the UK Department of International Development to develop a new application that specifically targeted the unbanked in Africa. Vodafone chose to pilot the project in Kenya, where over 70 percent of households did not have bank accounts, but many had access to a mobile phone.2 The goal was to provide a mobile application which offered a valuable service for an underserved market group of low-income consumers that had use of a mobile phone yet lacked access to financial services. -
Fenwick Employment Brief
Fenwick Employment Brief December 10, 2008 Victor Schachter Editor 650.335.7905 Mary Wang Contributor 650.335.7154 planning a workforce reduction: a brief checklist In current economic times, more and more companies are turning to “reductions in force” or “RIFs.” While RIFs can provide both short and long-term economic benefits, they are also among the most difficult events an attorney or human resources professional must oversee because of the emotional and economic impact they will have on employees, the myriad of complex laws that must be observed, and the enormous amount of work that is usually required in a very short amount of time. Thoughtful and careful planning is important not only to ensure compliance with legal requirements, but also help to minimize the adverse effects of a workforce reduction, further reducing the risk of lawsuits. The following checklist provides some practical guidance to assist employers in implementing a reduction in force and to minimize legal risks. This checklist does not address all the possible issues arising from a RIF and we encourage you to consult with counsel as part of your planning and implementation of a RIF. planning and construction of a layoff n Identify triggering events for layoff n Identify possible layoff alternatives (e.g., pay cuts, schedule reductions, temporary shutdowns and vacation/PTO drawdown, reduction of contractor headcount) n Identify affected sites and estimate number of affected employees for WARN and other analyses n Establish the RIF management team: Identify the individuals -
22 October 2007 3 Hong Kong Exclusively Rolls out Revolutionary
22 October 2007 3 Hong Kong exclusively rolls out revolutionary mobile music service 3 MusicStation . Innovative weekly fees.Unlimited music downloads.Free from streaming limitations Share celebrities’ and artists’ music tastes Explore and discover a huge world of mobile music 22 October 2007, Hong Kong - 3 Hong Kong today announced that it has partnered with Omnifone, a leading developer of international mobile music services, to exclusively roll out 3 MusicStation to provide unlimited downloads of mobile music. 3 MusicStation completely breaks away from all limitations and network interferences associated with streaming. Available on an innovative and flexible weekly rate plan, the new service brings to Hong Kong music lovers a vast music library comprised of both local and international music, a string of exclusive functions like smart search, high-speed downloads, music community based sharing of tracks and an innovative “off-net listening” function. The “all-you-can-download” service enables mobile users to access their music everywhere even when not connected to a network or when in Flight Safe mode. 3 MusicStation has transformed a mobile handset into an instant and intelligent digital mobile music playing gadget with high sound quality, enabling music fanatics to roam free in the wide expanse of music anytime while on the move. Take the lead to introduce award winning technology and open up a new mobile music world Amy Lung, Chief Operating Officer – Mobile of Hutchison Telecom Hong Kong said: “It is 3 Hong Kong’s long belief that a high-speed mobile network is more than a platform for voice and data communications. -
Driving the Application Explosion Implications for Network Providers – Challenges and Recommendations by Ann Marie Vega and Cindy Mills
STRATEGIC WHITE PAPER Driving the Application Explosion Implications for network providers – challenges and recommendations by Ann Marie Vega and Cindy Mills The past 18 months have seen an explosion in the number of applications that are available to end users — mobile applications, widgets on TVs and PCs, as well as enterprise applications of all types. As end users discover how to use their connected devices in new and innovative ways, they have demonstrated an almost insatiable appetite for applications. The question for network providers is how to capitalize on this opportunity in an effective and sustainable way. This paper discusses the current trends, challenges, and success factors for network providers seeking to add value in application delivery. Among the challenges, the most significant are: 1) difficulty in justifying the business case; 2) legacy mindsets and organizational structures, 3) adherence to legacy partnership models that limit innovation opportunities, 4) inefficient processes that cannot deliver applications in a rapid and cost-effective manner, and 5) issues with fragmentation from the developer perspective. The combined effect of these challenges is that network providers may not be optimized for efficiently providing a broad array of applications to their customers. From our research and experience, Alcatel-Lucent has developed concrete recommendations to help network providers capitalize on the application opportunity. Specifically, we recommend: 1) building a holistic business case; 2) exploring new business models; 3) industrializing operational processes; and 4) lessening fragmentation to achieve scale. Though recommendations are provided, they are offered with the recognition that suitability/applicability will vary based on each network provider’s unique situation. -
Invitation to Subscribe for Shares in Wayfinder Systems AB (Publ) Wayfinder Omslag E 13Sep.Qxd 05-09-13 16.23 Sida II
Wayfinder_omslag_e_13sep.qxd 05-09-13 16.23 Sida I Invitation to subscribe for shares in Wayfinder Systems AB (publ) Wayfinder_omslag_e_13sep.qxd 05-09-13 16.23 Sida II Wayfinder Navigator™ turns your mobile phone into a complete navigation system. Install the software, connect to the GPS and you are ready to navigate throughout Europe and North America. Wayfinder Navigator is a network-based tool that gives you the opportunity to see maps, routes and points-of-interest wherever you are. Turn left in hundred metres Wayfinder_1-60_e_13sep.qxd 05-09-13 16.29 Sida 1 Contents Invitation to subscribe for shares in Wayfinder Systems ....................................................................................................... 3 Conditions and Offer particulars ................................................................................................................................................................. 4 Background and reasons.................................................................................................................................................................................... 6 Comments by the CEO.......................................................................................................................................................................................... 7 Wayfinder Systems in brief .............................................................................................................................................................................. 9 Financial -
What Makes a Successful Mobile Money Implementation
Becoming a member There are three types of GSMA membership: Full, Associate and Rapporteur. Full Membership Full Membership is open to licensed GSM mobile network operators. Associate Membership Associate Membership is open to designers, manufacturers and suppliers of GSM technology platforms. These might include anything from software and infrastructure, equipment and accessories, to billing, data, finance or security. Rapporteur Membership Rapporteur Membership is open to non-GSM licensed operators moving to LTE/HSPA or those wishing to roam on GSM. To find out how GSMA membership can benefit your business, or to apply today, visit www.gsmworld.com/membership or email [email protected] Mobile Money for the Unbanked For further information please contact [email protected] GSMA London Office 1st Floor, Mid City Place, 71 High Holborn, London WC1V 6EA, United Kingdom T +44 (0) 20 7759 2300 www.gsmworld.com/membership What Makes a Successful Mobile Money Implementation? Learnings from M-PESA in Kenya and Tanzania What makes a Successful Mobile Money Implementation? Learnings from M-PESA in Kenya and Tanzania Table of Contents Foreword 2 Introduction 3 Kenya and Tanzania 3 Urbanization 4 Economic Development 4 Access to Finance 4 Previous Methods of Money Transfer 5 The Service Providers – Safaricom and Vodacom 6 Ownership and Positioning 6 Market Share 6 Agent Network 7 Advertising 8 Fee Structure 9 Technology 9 Conclusions 10 Authors and References 11 01 What makes a Successful Mobile Money Implementation? Learnings from M-PESA in Kenya and Tanzania Foreword Contributed By: Paul Leishman, GSMA The mobile money community has watched (and 3. Product compared) the adoption of M-PESA in Kenya and Within the last three months, Vodacom introduced Tanzania with great interest. -
Vodafone Netherlands Calls on Clariba for BI Solutions
Clariba Customer Success Story Sending a clear signal to mobile customers Vodafone Netherlands calls on Clariba for BI solutions Connecting customers with the right product mix is a key objective for the Consumer Base Management (CBM) Team at Vodafone, a global leader in mobile telecommunications. By measuring the success of consumer focused marketing campaigns, understanding the customer lifecycle and identifying new prepaid and contract offerings, the CBM Team can target customers more effectively. However, this can only be achieved with timely and accurate information. The Company Vodafone Netherlands The Disconnect The CBM Team at Vodafone Netherlands recognized that their data collection Industry process made it difficult to access information due to the huge volume of customer Telecommunications data records (CDR). As a result of time-consuming report generation, the data presented to the management team was delivered too late and considered inac- Objectives curate, leaving decision-makers at Vodafone in the dark as to the success of their • Implement key reports within a marketing campaigns. maintainable BI solution Vodafone engaged Clariba to help them achieve the objective of centralizing and • Automate the report generation and automating their information gathering process. The CBM Team also identified distribution process the need for accurate information delivered cost-effectively and on time from one • Develop a management portal with trusted source to all relevant marketers and decision-makers. dashboard including key indicators The Clariba Difference Answering the Call • Customized BI solution based on Clariba collaborated with the CBM Team to implement a reliable BI solutionbased clear understanding of business requirements on the market leading BusinessObjects platform. -
M-PESA: Mobile Money for the “Unbanked” Turning Cellphones Into 24-Hour Tellers in Kenya
Nick Hughes and Susie Lonie M-PESA: Mobile Money for the “Unbanked” Turning Cellphones into 24-Hour Tellers in Kenya In March 2007, Kenya’s largest mobile network operator, Safaricom (part of the Vodafone Group) launched M-PESA, an innovative payment service for the unbanked. “Pesa” is the Swahili word for cash; the “M” is for mobile. Within the first month Safaricom had registered over 20,000 M-PESA customers, well ahead of the targeted business plan. This rapid take-up is a clear sign that M-PESA fills a gap in the market. The product concept is very simple: an M-PESA customer can use his or her mobile phone to move money quickly, securely, and across great dis- tances, directly to another mobile phone user. The customer does not need to have a bank account, but registers with Safaricom for an M-PESA account. Customers turn cash into e-money at Safaricom dealers, and then follow simple instructions on their phones to make payments through their M-PESA accounts; the system provides money transfers as banks do in the developed world. The account is very secure, PIN-protected, and supported with a 24/7 service provided by Safaricom and Vodafone Group. The project faced formidable financial, social, cultural, political, technological, and regulatory hurtles. A public-sector challenge grant helped subsidize the invest- ment risk. To implement, Vodafone had to marry the incredibly divergent cultures of global telecommunications companies, banks, and microfinance institutions –and cope with their massive and often contradictory regulatory requirements. Finally, the project had to quickly train, support, and accommodate the needs of Two authors have written this case study, each taking up one part of the story. -
Competitive Edge
CLICK HERE YOURTO IP HREADONE /ONIPAD BUSINESS ANALYSIS FOR TELECOMS PROFESSIONALS APRIL 2011 LEADER CONTENTS NEWS IN BRIEF COMPETITIVE EDGE 5 Timeline A roundup of some of the Competition is back in the spotlight as operators try to tackle major stories reported in our daily news service mobile and Internet service growth and look to build scale www.totaltele.com CONTENT STRATEGIES any telecoms markets and the telecoms landscape is chang- have opened up to much ing fast. As regulators mandate 8 Location-based Mgreater competition since greater access to (former) incum- services BT became the first national opera- bent networks—BT faces further Operators are looking for tor to go down the path to reductions in wholesale pricing after new business models to privatisation some 26 years ago. new proposals from Ofcom—fresh make revenues from Today many mobile markets players are springing up to deliver location-based services. continue on that path, with new new services and in some cases Ian Kemp BUSINESS AND FINANCE Editor licence awards a regular occurence bypass those networks altogether. 11 Competition in Total Telecom+ and virtual network operators Where once operators hoped to take receiving clearance from regulators a lead in location-based services, mobile markets to provide targeted services that now they are playing catch-up with A new report shows that give consumers greater choice than Internet and handset heavyweights regulation has had mixed results in terms of ever. Regulators are also going to and still trying to use their network boosting competition in work on tariffs, with the UK and assets to make revenues (p.8). -
Business Segments Ranging from Small- Proportionate Mobile Customers Across the World
Proportionate mobile customers across the globe. 341.1m (2009: 302.6m; 2008: 260.5m) BrandFinance global ranking 7th most valuable brand (2009: 8th; 2008: 11th) Customers and distribution Customers are at the core of everything we do. Through our products and services we endeavour to address all our customers’ communications needs. International customer base with diverse needs Enterprise Vodafone has a truly international customer base with 341.1 million Vodafone also caters to all business segments ranging from small- proportionate mobile customers across the world. We continually office-home-office (‘SoHo’) and small-medium enterprises (‘SMEs’) to seek to develop new and innovative propositions that deliver relevance corporates and multinational corporations (‘MNCs’). While our core and value to all our customers and build a long lasting relationship mobile voice and data business continues to grow, our enterprise meeting their expectations and needs. As customers move between customers are increasingly asking for combined fixed and mobile work and home environments and look for integrated solutions, solutions for their voice and data needs as well as integrated services we have a suite of propositions which often bundle together and productivity tools. voice, messaging, data and increasingly fixed line services to meet their needs. Brand We have continued to build brand value by delivering a superior, consistent and differentiated customer experience. During the 2010 financial year we evolved our brand positioning to “power to you” emphasising our role of empowering customers to be able to live their lives to the full. It is a further expression of the importance of the customer being central to everything we do and is reinforced in communications substantiating how products and services impact and empower our customers. -
"Licensing Music Works and Transaction Costs in Europe”
"Licensing music works and transaction costs in Europe” Final study September 2012 1 Acknowledgements: KEA would like to thank Google, the internet services company, for financing which made this study possible. The study was carried out independently and reflects the views of KEA alone. 2 EXECUTIVE SUMMARY Establishing and running online music services is a complex task, raising both technical and legal difficulties. This is particularly the case in Europe, where complex rights licensing structures hinder the development of the market and the launch of new innovative online services. Compared to the US, Europe is lagging behind in terms of digital music revenue. Furthermore, the development of the market is fairly disparate among different countries in the European Union. This study aims to identify and analyse transaction costs in music licensing. It examines the online music markets and outlines the licensing processes faced by online services. It offers a qualitative and quantitative analysis of transaction costs in the acquisition of the relevant rights by online music services. The study also suggests different ways of decreasing transaction costs. The research focuses on three countries (the UK, Spain and the Czech Republic) and builds on data collected through a survey with online music service providers available in the three countries as well as interviews with relevant stakeholders in the field of music licensing. THE EUROPEAN ONLINE MUSIC MARKET The music industry has steadily expanded over the past few years, away from selling CDs towards selling music online or through concerts and live music. (Masnick, Ho, 2012). Among the 500 licensed online music services in the world (according to IFPI), many emulate the physical record store, by offering ‘download to own’ tracks at a similar price point. -
The Future of Licensing Music Online: the Role of Collective Rights Organizations and the Effect of Territoriality, 25 J
The John Marshall Journal of Information Technology & Privacy Law Volume 25 Issue 3 Journal of Computer & Information Law Article 1 - Summer 2008 Summer 2008 The Future of Licensing Music Online: The Role of Collective Rights Organizations and the Effect of Territoriality, 25 J. Marshall J. Computer & Info. L. 409 (2008) Neil Conley Follow this and additional works at: https://repository.law.uic.edu/jitpl Part of the Computer Law Commons, Entertainment, Arts, and Sports Law Commons, Internet Law Commons, and the Science and Technology Law Commons Recommended Citation Neil Conley, The Future of Licensing Music Online: The Role of Collective Rights Organizations and the Effect of Territoriality, 25 J. Marshall J. Computer & Info. L. 409 (2008) https://repository.law.uic.edu/jitpl/vol25/iss3/1 This Article is brought to you for free and open access by UIC Law Open Access Repository. It has been accepted for inclusion in The John Marshall Journal of Information Technology & Privacy Law by an authorized administrator of UIC Law Open Access Repository. For more information, please contact [email protected]. ARTICLES THE FUTURE OF LICENSING MUSIC ONLINE: THE ROLE OF COLLECTIVE RIGHTS ORGANIZATIONS AND THE EFFECT OF TERRITORIALITY NEIL CONLEYt I. INTRODUCTION The right to control the performance of a creative work' represents for most songwriters and music publishers ("rights holders")2 their great- est source of income.3 However, the current licensing regime practiced t The author will receive his LL.M. in intellectual property law at the George Wash- ington University Law School in August of 2008. I would like to thank Ralph Oman, my professor, for his guidance, suggestions, and edits.