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Mobile technologies have increasingly become an integral part of individuals' work and personal lives. Although research exists in this domain, most of it focuses on the customer's adoption factors rather than assessing the value or the impact of mobile business (m-business) usage on firms. The present study fills this gap in the literature through the analysis of the value m-business can provide for firms. The Technology-Organization-Environment framework, Diffusion of Innovation theory and Resource-Based theory ground this research's conceptual model for assessing the post-adoption stages of usage and value of mobile business from an organizational perspective. The value of m-business includes the impact on marketing and sales, internal operations, and procurement. This research uses a mixed method research design; interviews are first conducted to develop a model to assess m-business usage, and survey data collected from 180 Portuguese organizations is then used to test the proposed model. The results indicate that seven of the nine proposed antecedents of m-business usage are significant, and that m-business usage has a positive and significant relationship with m-business value. Furthermore, the three dimensions of value (marketing and sales, internal operations, and procurement) are significant, but only two of them have direct positive impacts on firm performance. Implications of these findings for practice and research are discussed.

Background: The rapid adoption and accelerated integration of mobile technology into organisational processes have significantly transformed the landscape of data collection and analysis, establishing Mobile Business Intelligence (MBI) as a critical enabler of real time, data-driven decision-making. Mobile Business Intelligence has emerged as a pivotal tool for enhancing the speed and accuracy of strategic business decisions. Objectives: The study investigated and established factors affecting MBI readiness within the South African telecommunications sector. Method: Quantitative research methodology and probability sampling were used to select participants, and closed-ended questionnaires were used. One hundred and twenty-eight responses were received and tested. The factors affecting MBI readiness were validated using quantitative analysis. Results: Fourteen factors affecting MBI readiness were identified, namely: organisational culture, organisational capability, policies and people, infrastructure, security, skills, training, enterprise mobility support, need for change, inhibitors, motivators, and change enablers. Conclusion: The findings of this study may encourage success in leveraging mobility and developing better strategies and approaches for MBI adoption, enabling organisations to realise expected benefits, make well-informed decisions and conserve costs, time and resources. These organisations could achieve a higher success rate with MBI investments. Contribution: This study contributed methodologically, theoretically and practically by identifying critical success factors affecting MBI readiness. Methodologically, the identified factors inform the MBI readiness model and provide guidelines for the successful implementation of MBI solutions.

We present an integrative review of existing marketing research on mobile apps, clarifying and expanding what is known around how apps shape customer experiences and value across iterative customer journeys, leading to the attainment of competitive advantage, via apps (in instances of apps attached to an existing brand) and for apps (when the app is the brand). To synthetize relevant knowledge, we integrate different conceptual bases into a unified framework, which simplifies the results of an in-depth bibliographic analysis of 471 studies. The synthesis advances marketing research by combining customer experience, customer journey, value creation and co-creation, digital customer orientation, market orientation, and competitive advantage. This integration of knowledge also furthers scientific marketing research on apps, facilitating future developments on the topic and promoting expertise exchange between academia and industry.

In 2013, the global mobile app market was estimated at over US$50 billion and is expected to grow to $150 billion in the next two years. In this paper, we build a structural econometric model to quantify the vibrant platform competition between mobile (smartphone and tablet) apps on the Apple iOS and Google Android platforms and estimate consumer preferences toward different mobile app characteristics. We find that app demand increases with the in-app purchase option wherein a user can complete transactions within the app. On the contrary, app demand decreases with the in-app advertisement option where consumers are shown ads while they are engaging with the app. The direct effects on app revenue from the inclusion of an in-app purchase option and an in-app advertisement option are equivalent to offering a 28% price discount and increasing the price by 8%, respectively. We also find that a price discount strategy results in a greater increase of app demand in Google Play compared with Apple App Store, and app developers can maximize their revenue by providing a 50% discount on their paid apps. Using the estimated demand function, we find that mobile apps have enhanced consumer surplus by approximately $33.6 billion annually in the United States, and we discuss various implications for mobile marketing analytics, app pricing, and app design strategies. This paper was accepted by Alok Gupta, special issue on business analytics .

PurposeUsing the theory, construct, method, moderator (TCMM) format, this framework-based review critically analyses the mobile financial services (MFSs) field through a detailed synthesis and analysis of a sample of mainstream empirical research published in various scientific journals within the period 2009–2020.Design/methodology/approachThe authors followed a three-step structured approach suggested by Webster and Watson (2002) to search for the literature to synthesise the global perspectives on MFSs and their associated applications and systems. The literature research resulted in the identification of 115 most relevant articles.FindingsThe authors identified three major categories or domains within the MFSs comprising the entire spectrum of digital financial services. To facilitate the literature analysis, TCMM is developed and proposed as an organising framework. Moreover, the authors also developed and presented the comprehensive framework of MFS domains and explicitly identified 14 different research themes for future research in MFSs.Originality/valuePrior attempts to synthesise and analyse mainstream academic research in MFSs have been scant and limited to a specific MFS domain: mobile banking or mobile payment. The authors synthesised a more extensive body of knowledge and provided a global perspective on the MFS field. Unlike the past literature reviews which followed traditional frameworks such as antecedents, decisions and outcome (ADO); TCCM; and 6 W Framework (who, when, where, how, what and why), the authors developed and proposed TCMM as organising framework.

Current situation in COVID-19 pandemic as well as the significant digital transformation, where the whole world is being forced to participate, are lead for a wide acceptance to use the mobile payments. The main objective for the current study is to focus on analysing the primary variable “intention to use” through the Apple Wallet mobile payment system “apple wallet app” in United Arab Emirates (UAE), in addition to defining a context and evaluating the various antecedents of its use. The main variables that addressed by the current study are ability to use (skilfulness), perceived usefulness, convenience of the system, perceived risk and the primary variable that mentioned before was intention to use. To conduct the study, we invited 422 respondents to an online survey, and we have used a structural equation modelling analysis. The results indicate that mobile user skilfulness is the variable that most influences the intention to use the proposed payment system, followed by perceived usefulness and convenience of the system, while the perceived risk has a weak negative relationship with intention to use mobile payment via apple wallet app in the light of high Cybersecurity Index in the UAE.

This paper models the relationship between a retailer’s mobile app launch and product purchases and returns in its online and offline channels. How do a retailer’s mobile app adopters differ from nonadopters in their shopping outcomes, such as online and offline purchases and product returns? In this paper, we model the relationship between a retailer’s mobile app launch and the frequency , quantity , and monetary value of purchases in its online and offline channels, as well as product returns. We leverage data on a large retailer’s launch of a mobile app and use a difference-in-differences approach. Our results show that app adopters buy 33% more frequently, buy 34% more items, and spend 37% more than non-adopters in the period after app introduction. At the same time, they return 35% more frequently, 35% more items, and 41% more in dollar value. Combined, app adopters spend 36% more in net monetary value. Furthermore, app adopters’ purchases in both the online and offline channels increase after app launch. The time, location, and features of app use provide descriptive evidence of how the app aids shopping in other channels. App-linked shoppers (those who make a purchase within 48 hours of app use) use the app when they are close to the store of purchase and access the app for loyalty rewards, product details, and notifications. These insights offer important substantive implications.

As consumers spend more time on their mobile devices, a focal retailer's natural approach is to target potential customers in close proximity to its own location. Yet focal (own) location targeting may cannibalize profits on inframarginal sales. This study demonstrates the effectiveness of competitive locational targeting, the practice of promoting to consumers near a competitor's location. The analysis is based on a randomized field experiment in which mobile promotions were sent to customers at three similar shopping areas (competitive, focal, and benchmark locations). The results show that competitive locational targeting can take advantage of heightened demand that a focal retailer would not otherwise capture. Competitive locational targeting produced increasing returns to promotional discount depth, whereas targeting the focal location produced decreasing returns to deep discounts, indicating saturation effects and profit cannibalization. These findings are important for marketers, who can use competitive locational targeting to generate incremental sales without cannibalizing profits. Although the experiment focuses on the effects of unilateral promotions, it represents an initial step in understanding the competitive implications of mobile marketing technologies.

Firms are increasingly offering engagement initiatives to facilitate firm-customer interactions or interactions among customers, with the primary goal of fostering emotional and psychological bonds between customers and the firm. Unlike traditional marketing interventions, which are designed to prompt sales, assessing returns on engagement initiatives (RoEl) is more complex because sales are not the primary goal and, often, direct sales are not associated with such initiatives. To assess RoEl across varying institutional contexts, the authors propose and empirically implement a methodological framework to investigate a business-to-business mobile app that a tool manufacturer provides for free to engage its buyers. The data include sales by buyer firms that adopted the app over 15 months, as well as a control group of buyers that did not adopt. The results from a difference-in-differences specification, together with selection on observables and unobservables, show that the app increased the manufacturer's annual sales revenues by 19.11 %-22.79%; even after accounting for development costs, it resulted in positive RoEl. This RoEl was higher when buyers created more projects using the app, so customer participation intensity appears to underlie RoEl. This article contributes to engagement literature by providing a methodological framework and empirical evidence on how the benefits of engagement initiatives materialize.

The mobile application (app) industry has grown tremendously over the past ten years, primarily fueled by small app development businesses. Lacking advertising budgets, these small and relatively unknown businesses often offer free versions of their paid apps to be noticed in the crowded app industry and to reduce customer uncertainty about app quality and fit. The authors build on the existing marketing and information systems literature on sampling and versioning to investigate the implications of offering free versions for the adoption speed of paid apps. Using a unique data set of 7.7 million observations from 12,315 paid apps, and accounting for endogeneity, the authors find that although the practice of offering free versions of paid apps is popular, it is negatively associated with paid app adoption speed. They also find that this negative association between free version presence and paid app adoption speed is stronger both for hedonic apps and in the later life stages of paid apps. The authors hope that the study's results will encourage app developers to reevaluate their current strategy of offering free versions of paid apps and prompt academics to produce more work focusing on this industry.