scholarly journals Mobile Payment and Mobile Application (App) Behavior for Online Recommendations

2021 ◽  
Vol 33 (6) ◽  
pp. 1-26
Author(s):  
Shu-Hsien Liao ◽  
Chu-Hung Ho
Keyword(s):  
Clustering Analysis ◽  
Mobile Application ◽  
Business Models ◽  
Banking System ◽  
Mobile Payment ◽  
Questionnaire Data ◽  
Continuous Change ◽  
Data Mining Approach ◽  
Online Business ◽  
Additional Demand

A mobile application (App) is an application designed to run on a smartphone, tablet, or other mobile device. With the continuous change of mobile payment applications in smart phones and the support of the banking system, the global mobile payment population is increasing. This study examines the behaviors of Taiwan mobile payment and apps users, a total of 1,176 valid questionnaire data is divided into six sections with 29 items for a database design. This study develops a data mining approach, including clustering analysis and association rules, based on a relational database. Thus, this study shows that mobile payment not only can provide payment service but is also a critical mobile application platform for online business. Finally, we show that as users of mobile payment and apps gain additional demand and consumption ability, online operators can gradually put together mobile payment business models to enable future electronic commerce online recommendations.

scholarly journals Mobile payment and mobile applications (Apps) behaviors for online recommendations

2021 ◽  
Vol 33 (6) ◽  
pp. 0-0
Keyword(s):  
Mobile Applications ◽  
Clustering Analysis ◽  
Mobile Application ◽  
Business Models ◽  
Banking System ◽  
Mobile Payment ◽  
Continuous Change ◽  
Data Mining Approach ◽  
Online Business ◽  
Additional Demand

A mobile application (App) is an application designed to run on a smartphone, tablet, or other mobile device. With the continuous change of mobile payment applications in smart phones and the support of the banking system, the global mobile payment population is increasing. This study examines the behaviors of Taiwan mobile payment and apps users, a total of 1,176 valid questionnaire data is divided into six sections with 29 items for a database design. This study develops a data mining approach, including clustering analysis and association rules, based on a relational database. Thus, this study shows that mobile payment not only can provide payment service but is also a critical mobile application platform for online business. Finally, we show that as users of mobile payment and apps gain additional demand and consumption ability, online operators can gradually put together mobile payment business models to enable future electronic commerce online recommendations.

Technology Focus: Decarbonization (July 2021)

2021 ◽  
Vol 73 (07) ◽  
pp. 64-64
Author(s):  
Nigel Jenvey
Keyword(s):  
Business Models ◽  
Oil And Gas ◽  
Natural Capital ◽  
Ghg Emissions ◽  
Oil And Gas Industry ◽  
Policy Support ◽  
Continuous Change ◽  
Gas Industry ◽  
The Past ◽  
Technology Focus

Have you noticed the change in the oil and gas industry over the past year with its engagement in carbon management, decarbonization, and net-zero-emissions targets? Policy support and technology advances in alternative energies have delivered massive cost reduction in renewables more quickly, and to a greater degree, than expected. Over the past few years, more of the world’s capital has been spent on electricity than oil and gas sup-ply, and more than half of all new energy-generation capacity is now renewable. Some elements of society, therefore, have suggested that this is the beginning of the end for the fossil-fuel sector and call for investors to turn away from oil and gas and “leave it in the ground.” In more than a century of almost continuous change, however, the oil and gas industry has a long track record of innovative thinking, creative solutions, and different business models. SPE papers and events that covered decarbonization during the past year show that a wide variety of solutions already exist that avoid, reduce, replace, offset, or sequester greenhouse gas (GHG) emissions. It is clear, therefore, that decarbonization technologies will now be as important as 4D seismic, horizontal wells, and hydraulic fracturing. That is why we now bring you this inaugural Technology Focus feature dedicated to decarbonization. The experience and capability of the entire JPT community in decarbonization is critical. Please enjoy the following summary of three selected papers on the role of natural gas in fuel-switching; carbon capture, use, and storage (CCUS); and hydrogen technologies that deliver the dual challenge of providing more energy with less GHG emission. There are many ways to engage in the SPE decarbonization efforts in the remainder of 2021. Regional events have addressed CCUS, hydrogen, geothermal, and methane. There is also the new SPE Gaia sustainability program to enable and empower all members who wish to engage in the alignment of the future of energy with sustainable development. The Gaia program has an on-demand library of materials, including an existing series on methane, and upcoming similar events on other energy transition, natural capital and regeneration, and social responsibility priorities. Get involved through your SPE section or chapter or contact your regional Gaia liaison to find out what Gaia programming you can support or lead at www.spe.org/en/gaia.

scholarly journals Corporate Governance of Banks – A German Alternative to the Standard Model

2016 ◽  
Vol 28 (6) ◽  
Author(s):  
Hans-Helmut Kotz ◽  
Reinhard H. Schmidt
Keyword(s):  
Corporate Governance ◽  
Standard Model ◽  
Business Models ◽  
Banking System ◽  
Political Debate ◽  
Savings Banks ◽  
Stakeholder Interests ◽  
The Standard Model ◽  
Private And Public ◽  
Public Banks

AbstractThe paper provides an overview and an economic analysis of the development of the corporate governance of German banks since the 1950s, highlighting peculiarities – as seen from the meanwhile prevailing standard model perspective – of the German case. These peculiarities refer to the specific German notion and legal-institutional regime of corporate governance in general as well as to the specific three-pillar structure of the German banking system.The most striking changes in the corporate governance of German banks during the past 50 years occurred in the case of the large shareholder-owned banks. For them, capital markets have become an important element of corporate governance, and their former orientation towards the interests of a broadly defined set of stakeholders has largely been replaced by a one-sided concentration on shareholders’ interests. In contrast, the corporate governance regimes of the smaller local public savings banks and the local cooperative banks have remained virtually unchanged. They acknowledge a broader horizon of stakeholder interests and put an emphasis on monitoring via the auditing divisions of the respective associations.The Great Financial Crisis, beginning in 2007, has led to a considerable reassessment in the academic and political debate on bank governance. On an international level, it has revived the older notion that, in view of their high leverage and their innate complexity, banks are “special” and bank corporate governance also – and needs to be seen in this light, not least because research indicates that banks with a strong and one-sided shareholder orientation – and thus with what appears to be the best corporate governance according to the standard model – have suffered most in the crisis. In the German case, the crisis has shown that the smaller local banks have survived the crisis much better than large private and public banks, whose funding strongly depends on wholesale markets. This may point to certain advantages of their governance and ownership regimes. But the differences in the performance during the crisis years may also, or even more so, be a consequence of the business models of large vs small banks than of their different governance regimes.

A practical guide for understanding online business models

2019 ◽  
Vol 15 (1) ◽  
pp. 71-82 ◽  
Author(s):  
Won Kim
Keyword(s):  
Business Models ◽  
Business Plan ◽  
Marketing Strategies ◽  
Business Strategies ◽  
Content Type ◽  
Search Results ◽  
Practical Guide ◽  
Online Business ◽  
Proper Perspective ◽  
Google Search

Purpose There is a lack of clarity about what online business models are. The top 20 Google search results on online business models are articles that explain online business models. However, each of them deals with just one or two elements of business strategies. The list of business models is also a mixture of business strategies. This paper aims to provide practical guide that puts these business models into proper perspective. Design/methodology/approach A business model includes all key elements of the business, marketing and operational strategies. There are many such elements. The author has reviewed the popular use of the term online business models and found that just five of the key elements can put almost all of them into proper perspective. Findings Five elements of the business and marketing strategies constitute a practical guide for understanding, discussing and even designing the first working draft of a business plan. Practical implications The practical guide will serve as a robust vehicle for understanding, discussing and even designing the first working draft of a business plan. The current haphazard use of the term online business models does not shed light on online business models. Originality/value The author has examined 20 top Google search results for “online business models” and “business models”. These are articles that talk about 3-17 “business models”. The author examined all of them and confirmed that the five key elements of the business and marketing strategies can put all of them into proper perspective.

scholarly journals Testing successful Business Model using System Dynamics

2019 ◽  
Vol 7 ◽  
pp. 91
Author(s):  
J. Ganzarain ◽  
M. Ruiz ◽  
J.I. Igartua
Keyword(s):  
System Dynamics ◽  
Business Model ◽  
Business Models ◽  
Industrial Sector ◽  
Continuous Change ◽  
Dynamic Complexity ◽  
Holistic View ◽  
Short And Long Term ◽  
Systemic View

In our increasingly globalised economy, managing continuous change whilst remaining competitive and dynamic has become a central issue for firms in the industrial sector. One of the elements for obtaining this competitiveness is the value creation model of the firm. The most important challenges in firms are characterised by dynamic complexity which makes it difficult to understand factors in their context. Consequently management and decision making is hindered (Antunes et al., 2011). Business models are characterised by complexity and dynamism. Performance of the firm is a complex topic determined by the large amount of variables that can be involved in the system, and the different effects that influence the system in the short and long term. Due to this complexity a systemic view is required, that is, an holistic view of the whole system. Such a systemic view enables managers to make decisions based on evidence rather than intuition and personal experiences, as they understand how the whole system works. Thus, the main aim of this research is to use an empirical tool such as System Dynamics (SD), to support and sustain firms in the identification of new constructs related to their Business Model (BM).

Architectures for Rich Internet Real-Time Games

2011 ◽  
pp. 226-231
Author(s):  
Matthias Häsel
Keyword(s):  
Real Time ◽  
Game Design ◽  
Business Models ◽  
Online Games ◽  
Rich Internet Application ◽  
Adobe Flash ◽  
Multiplayer Online Games ◽  
Time Interaction ◽  
Large Audience ◽  
Online Business

Many researchers regard multiplayer online games as the future of the interactive entertainment industry (Brun, Safaei, & Boustead, 2006; El Rhalibi & Merabti, 2005; Sharp & Rowe, 2006). In particular, due to advances in game design and the availability of broadband Internet access to the enduser, multiplayer online games with real-time interaction have come into wide use (Aggarwal, Banavar, Mukherjee, & Rangarajan, 2005; Claypool & Claypool, 2006; Yasui, Yutaka, & Ikedo, 2005). The majority of these games are made up by classic software titles that need to be installed on the players’ machines (El Rhalibi & Merabti, 2005). Browserbased multiplayer games, on the contrary, can be run instantly from a Web site, but have, due to technical limitations, long been round-based, strategy-focused games. However, with the ongoing evolvement of Rich Internet Application (RIA) technology (Allaire, 2002) such as Adobe Flash and Java, browser-based online game development has reached a point where also real-time games can be produced and distributed to a large audience quickly and easily. Browserbased games can be utilized in conjunction with e-business offers in a very simple way and hold a number of exciting possibilities for new online business models, new markets, and new growth (Kollmann & Häsel, 2006; Sharp & Rowe, 2006). However, as the browser is a very different operating environment and interactive experience from that of classical game software, browser-based multiplayer real-time games involve gaming architectures that are distinct from their classical counterparts. A major challenge when designing and implementing such architectures is that multiplayer online games are highly vulnerable to propagation delays resulting from redundant communication, bottlenecks, single points of failure and poor reactivity to changing network conditions (Ramakrishna, Robinson, Eustice, & Reiher, 2006). As latency from input of information to its output determines gameplay and fairness (Brun et al., 2006), the game architecture has to be designed in a way that it mitigates latency effects and meets the expectations of the players (Claypool & Claypool, 2006). Elaborating on the example of an online tabletop soccer game with two remote players, this article discusses two architectural models that can be applied to implement browser-based multiplayer real-time games using RIA technology.

Cross-Channel Cooperation

2009 ◽  
pp. 299-304
Author(s):  
Tobias Kollmann
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Core Competencies ◽  
Cost Effective ◽  
Real Economy ◽  
New Business ◽  
Online Business ◽  
Transfer Of Information ◽  
Digital Channels ◽  
Net Economy

The rapid growth of Internet technologies induced a structural change in both social and economic spheres. Digital channels have become an integral part of daily life, and their influence on the transfer of information has become ubiquitous. An entirely new business dimension that may be referred to as the Net economy has emerged. Internet-based e-ventures that are operating at this electronic trade level are based on innovative and promising online business models (Kollmann, 2006). But also traditional enterprises that are operating at the physical trade level (real economy) increasingly utilize digital channels to improve their business processes and to reach new customer segments. With the Internet, the cooperation between enterprises reached a new level of quality. The wide, open, and cost-effective infrastructure allows a simple, fast exchange of data and thus a synchronization of business processes over large distances. Particularly for e-ventures introducing their new business ideas, online cooperation is a promising strategy as it enables the partners to create more attractive product offers and represents a basis for more efficiently and effectively communicating and distributing their product offers (Kollmann, 2004; Volkmann & Tokarski, 2006). Online cooperation, however, does not incorporate off-line channels such as print media, stores, or sales forces. For the combined management of online and offline channels, cooperation can be expected to hold an outstanding potential. Partnering with companies from the Net economy may help traditional enterprises to reach new market segments without extending themselves beyond their core competencies—and vice versa. In this context, cross-channel cooperation can be defined as the collaborative integration of online and offline business models aiming at attaining positive synergetic effects for the involved partners by a complement of competencies. (Kollmann & Häsel, 2006, p. 3) Cross-channel cooperation can be regarded a new management task that is worthwhile to be examined in more detail. Although researchers have broadly covered the area of online cooperation, a comprehensive study on cross-channel cooperation has not been undertaken up to now. Particularly the question arises, which cooperation forms represent feasible strategies for both e-ventures and traditional enterprises. Besides its contribution to literature, this article is intended to assist practitioners in evaluating the benefits of crosschannel cooperation for their own businesses.

Online Business Models in Asia: Riding the E-Commerce Wave in China

2021 ◽  
pp. 269-289
Author(s):  
Simon J. Wilde ◽  
William J. Smart ◽  
Stephen J. Kelly ◽  
Jakob Trischler
Keyword(s):  
Business Models ◽  
Online Business

The Design of Mobile Television in Europe

2011 ◽  
pp. 150-173 ◽  
Author(s):  
Pieter Ballon
Keyword(s):  
Business Model ◽  
Mobile Application ◽  
Business Models ◽  
Model Design ◽  
Mobile Tv ◽  
Model Framework ◽  
Mass Market ◽  
Technological Service ◽  
Mobile Broadcasting ◽  
Mobile Television

Mobile Television is potentially the most anticipated mass-market mobile application across Europe. This chapter examines the business model design of Mobile TV by the various stakeholders currently piloting mobile broadcasting in the European national markets. It adapts a generic business model framework to systematically compare five recent pilots of the two mobile broadcasting technologies that are currently trialled most intensively in Europe, i.e. DVB-H and DAB-IP. The article illustrates the cross-impact of cooperation agreements between the various stakeholders with technological, service-related and financial design choices. It also provides insights as to the likely business models in the upcoming commercialisation phase of mobile broadcasting in Europe.

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