Mobile Systems Development - A literature review <s> Business models and strategic alliances <s> Barely before Internet-facilitated e-commerce has begun to take hold, a new wave of technology-driven commerce has started-mobile (m-) commerce. Fuelled by the increasing saturation of mobile technology, such as phones and personal digital assistants (PDAs), m-commerce promises to inject considerable change into the way certain activities are conducted. Equipped with micro-browsers and other mobile applications, the new range of mobile technologies offer the Internet 'in your pocket' for which the consumer possibilities are endless, including banking, booking or buying tickets, shopping and real-time news. Focusing on business-to-consumer markets, this paper examines how value is added in the stream of activities involved in providing m-commerce to the consumer. As such, it analyses the key players and technologies that form part of the m-commerce value chain, providing a foundation for future strategic analysis of the industry. Drawing on some of the key factors that may influence the take-up of m-commerce-including technological and other issues-the paper also provides predictions regarding the future of m-commerce. <s> BIB001 </s> Mobile Systems Development - A literature review <s> Business models and strategic alliances <s> Abstract As mobile wireless unfolds, the business-world looks for an assessment of the technical and competitive landscape, for a high return on investment opportunities, for sweet spots in the value chain, and for value propositions of the industry. This requires an understanding of the evolving value chain and market structure of the mobile wireless industry. To help the business-world deliver on the full promise of mobile wireless, this paper describes the elements of the evolving value chain and its major players. The paper also describes how emerging technological solutions are unleashing the potential of the value chain. <s> BIB002 </s> Mobile Systems Development - A literature review <s> Business models and strategic alliances <s> Designing business models for mobile services is a complex undertaking because it requires multiple actors to balance different design requirements. A business model can be seen as a blueprint of four interrelated components or domains: service, technology, organization and finance domain. Little attention has been paid to how these different domains are related to each other. This knowledge is needed to enhance our understanding of what constitutes a viable business model. In this paper the connections between two of these domains, namely service and technology domain, are explored by analysing critical design issues in business models for mobile services, i.e. targeting, creating value, branding and customer retention in the service domain, and security, quality of service, management of service profiles, system integration and accessibility in the technology domain. A causal framework is developed, which link these critical design issues to expected customer value and business model viability. <s> BIB003 </s> Mobile Systems Development - A literature review <s> Business models and strategic alliances <s> Adoption of mobile data services may be analyzed within the framework of two-sided markets. Service or content providers should adopt platforms for developing, integrating and distributing mobile services and end-users should adopt the offered services as well as the user platform offered. These two markets are often analyzed separately using different theoretical perspectives and models. In this article, we propose a model for integrating the two sides of the mobile data services market. The model is used to propose relationships between dominant actors’ choice of business models for individual services and the end-users’ perceived value of these services. <s> BIB004
In an environment characterized by much uncertainty, such as the mobile industry, there has been a trend towards strategic alliances also refereed to as value chains   BIB001 BIB002  BIB003 BIB004 . The emergence and organization of such inter-organisational networks requires that "multiple actors have to balance different design requirements, strategic requirements, and business logics to create a win-win situation, in which each actor has an incentive to cooperate" (Haaker, Bouwman et al. 2004, p. 1) . Actors in these networks may be: technology platform vendors, network and infrastructure vendors, application developers, and content providers  BIB002 . In a case study of the business model applied in the design and launch of i-mode's ringtunes service propose four elements that together represent the business model for the ringtunes service concept. The four elements are: (1) Service formula, (2) Network formation and coordination, (3) Enabling technology, and (4) Revenue model. The literature within mobile commerce seems to agree largely on these dimensions as constituting elements of a business model, see e.g., BIB003 BIB004 . According to ) the service formula is concerned with defining the service strategy for adding value to the end-customer, e.g., what and how content is to be offered. The network formation and coordination -or the governance dimension BIB004 ) -defines the 'rules' of engagement in the inter-organizational alliance. Finally, emphasize the importance of getting the technological issues solved and reaching at a, for all parties, acceptable revenue model.