19-10-2010, 10:15 AM
MOBILE COMMERCE.docx (Size: 115.06 KB / Downloads: 81)
This article is presented by:
VISHAL KALE
MOBILE COMMERCE
ABSTRACT
Significance of Mobile Commerce (M-Commerce) has been reported in the past few years. Extensive use of web enabled wireless devices such as mobile phones, laptops and PDA’s facilitate organizations to communicate with their customers, anywhere anytime. Therefore, organizations are adapting M-Commerce frameworks to facilitate customers with information, commerce and entertainment applications through their mobile devices. Due to the emerging M-Commerce technology and complex wireless protocols and applications organizations can gain huge benefits from collaborating with each other to overcome the complexities involved in the adoption of M-Commerce platform. However effects of such collaboration of organizational resources within the context of M-Commerce applications are still an area of major concern and not much work has been reported in the literature. This paper proposes a model for the evaluation of the effects of organizational collaboration in the context of M-Commerce applications. We have identified and explored such effects from both the organization and the customer’s point of view.
INTRODUCTION
Internet based applications enabled globalizations and created opportunities to interact worldwide. A trend can be observed towards the adoption of electronic-commerce during the last decade (Sarkis and Sundarraj 2002). Currently, e-commerce applications have become an essential part of organizations activities. Latest trends and technologies are being used in e-commerce to increase organizational profitability and customer satisfaction. M-Commerce is relatively a new concept in e-commerce which can be described as follows (Tsalgatidou and Pitoura 2001):
Running of e-commerce applications on mobile devices such as mobile phones, personal data assistants, and laptops.
In contrast to e-commerce, M-Commerce ensures the internet accessibility at anytime, anywhere on mobile devices (Stafford and Gillenson 2003). Due to the complex nature of M-Commerce, besides the mobile devices other resources such as technological, human, financial and strategic resources are required to adopt M-Commerce. However, organizations consider M-Commerce a priority despite its resource intensive nature. Generally, it is assumed that only large organizations with major resources can adopt M-Commerce. This article highlights the significance of M-Commerce for organizations to adopt M-Commerce solutions with collaborative resources of other organizations.
M-commerce is a term that is used to refer to the growing practice of conducting financial and promotional activities with the use of a wireless handheld device. The Term m-commerce is short for mobile commerce, and recognize that the transaction may be conducted using cell phones, personal digital assistance and other hand held devices that have operate with internet access. While still in its infancy, the concept of Mobil commerce has been refined in recent years years and is beginning to become more popular.
Mobile commerce from the Customer‘s point of view
The customer wants to access information, goods and services any time and in any place on his mobile device.
He can use his mobile device to purchase tickets for events or public transport, pay for parking, download content and even order books and CDs.
He should be offered appropriate payment methods. They can range from secure mobile micropayment to service subscriptions.
With mobile, there is a nearly green-field opportunity to empower customers in ways that have never been done before. Think about it. What a lot of organizations are doing today is grafting mobile on the same old types of campaigns that were done in other channels.
In the traditional view of business, we look at the customer through the lenses of marketing, sales and support. However, these are all things that we do to customers, not with them.
If we look at business relationships from the customer's point of view, instead of our own, each of the above-mentioned activities has a parallel.
Instead of marketing, a customer does research to determine what she might want to buy.
When we are selling, the customer is buying.
And where we have a support function, the customer merely wants to get support for a problem.
In addition to the customer-centric "research, shop, get support" parallels, the advent of blogging and social networking has enabled two additional activities from the customer's point of view -- connection and conversation.
"Connection" is the identification of the other individuals who are in your community. These people are referred to as your "friends" in many cases.