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Mobile Banking: Over-hyped Gimmick or Credible 21st Century Banking Channel? (Strategic Focus)

Product Type: Market Research Report
Published by: Datamonitor
Published: April 2009
Product Code: R313-51175
Description
Introduction

A decade after the arrival of the first mobile banking services, actual usage remains modest in many countries. This inevitably begs the question is mobile banking is an over-hyped gimmick, or is it in fact a credible 21st century banking channel?

Scope
  • This report examines the impact and future growth of mobile banking, and assesses whether it will become a mainstream interaction channel.
  • The report assesses the opportunity for mobile banking services in both developed and developing markets.
  • Geographic coverage includes Europe, North America, Asia, sub-Saharan Africa and Latin America.
Highlights

The key findings of this report indicate that mobile banking is a credible channel, but usage in developed markets will remain low. IT spending on mobile banking is continuing, but it is not the highest priority channel for investment.

Mobile banking's greatest opportunity involves serving the needs of the unbanked, but financial institutions and technology vendors must be prepared to play the long game where revenue generation is concerned.

Reasons to Purchase
  • Gain insight into why the growth of mobile banking will remain modest in developed markets.
  • Understand the IT investment priorities of retail banks in Europe and North America in relation to the mobile banking channel.
  • Receive guidance on why serving the unbanked segment of society represents mobile banking's best opportunity for significant growth.
Table of Contents
Overview
Catalyst
Summary
Key Messages
Mobile banking is a credible channel, but usage in developed markets will remain low
IT spending on mobile banking is continuing, but it is not the highest priority channel
Mobile banking's greatest opportunity involves serving the needs of the unbanked
Retail banks and technology vendors must be prepared to play the long game
Table of Contents
Table of figures
Table of tables
Market Opportunity
There is no universally agreed definition of mobile banking, which doesn't help its cause
Separating mobile payments from contactless-card technologies
Mobile banking services have existed for a decade, but adoption is mostly modest at best
The growth of mobile banking services in South Korea demands careful interpretation
Mobile banking has struggled in Europe and North America: will this change in 2009/10?
The difficult economic climate is refocusing the attention of consumers to their personal finances
Mobile banking devices and interfaces have thankfully improved, thereby enhancing the user experience
iPhone, therefore iBank? Understanding the effect of Apple's flagship cellular device on mobile banking
After multiple false starts, the mobile banking ecosystem is entering its next phase of development in 2009
Catering to the unbanked will have a positive influence on the growth of mobile banking
Assessing the mobile banking market opportunity in developing regions
Investment programs have been launched to stimulate mobile banking services in developing countries
Charting the emergence of mobile banking services in developing countries
Case study: the remarkable growth of M-PESA
Other operators are seeking to mirror the success of M-PESA
The role of mobile banking in Afghanistan's road to economic and social recovery
Serving the unbanked in developed regions is also a natural fit for mobile banking services
Mobile banking services will replace traditional remittance flow methods
If you can't beat them, join them: Western Union's strategy to counter the threat of mobile remittances
Summarizing the market opportunity for mobile banking
Impact on Banks
In 2009, mobile banking features in the channel strategy plans of most retail banks
Mobile banking channel is not a high priority channel for IT investment in 2009
Retail banks must be willing to play the long game in order to achieve decent revenues
Banks will need to prepare themselves for inevitable operational and technological impacts
Banks must ensure they make adequate security provisions for mobile banking services
Banks will have to share revenues from mobile services with others in the ecosystem
Go to Market
Platform providers should capitalize on taking the development pain away from banks
Security vendors should ensure their product suites cover mobile banking solutions
Recommendations
Vendors should not overhype the potential of mobile banking services in developed markets
Technology vendors, like their banking industry clients, must be prepared to play the long game
Vendors should seek opportunities in emerging markets to capitalize on the unbanked segment
APPENDIX
Definitions
Acronyms
Methodology
Further reading
Ask the analyst
Datamonitor consulting
Disclaimer
List of Tables
Table 1: Mobile penetration growth rates for developing regions
Table 2: Mobile penetration and bank accounts in selected developing countries
Table 3: Remittance flow to developing countries, 2006 to 2008
Table 4: Summarizing the market opportunity of mobile banking
Table 5: The operational and technological impacts of mobile banking
List of Figures
Figure 1: The components of informational and transactional mobile banking services
Figure 2: The growth of registered mobile banking users in South Korea, 2007 to 2008
Figure 3: Factors inhibiting the growth of mobile banking services in Europe and North America
Figure 4: End users are satisfied with the performance of Apple's iPhone device
Figure 5: The mobile banking ecosystem in 2009
Figure 6: The alternative capabilities of a mobile device in developing regions
Figure 7: Snapshot of selected mobile banking services in developing regions, 2009
Figure 8: Mobile banking channel strategy in 2009
Figure 9: Retail banking technology investment priorities, 2009
Figure 10: The development phases of mobile banking in developed countries
Figure 11: Revenues received by players in the mobile banking and payments ecosystem
Figure 12: The relationship between the Monitise platform and the four phases of development
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