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Playbook Online Marketplace and Merchant Centric Services As A Driver of The Platform Model 1
Playbook Online Marketplace and Merchant Centric Services As A Driver of The Platform Model 1
Playbook Online Marketplace and Merchant Centric Services As A Driver of The Platform Model 1
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Acknowledgements
For more information, please visit the GSMA Authors: Anant Nautiyal, Senior Manager Authors: Samer Sadek, Senior Consultant
corporate website at www.gsma.com. Follow the Gunnar Camner, Director Santiago Castillo, Local Partner
GSMA on Twitter: @GSMA. Kushal Shah, Senior Partner
THE GSMA MOBILE MONEY PROGRAMME IS SUPPORTED BT THE BILL & MELINDA GATES
FOUNDATION, THE MASTERCARD FOUNDATION AND OMIDYAR NETWORK
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Executive summary (1/2)
Mobile money has witnessed significant growth in Logistics: Leveraging pickup / drop-off points is key to
recent years, and the industry is now poised to adopt a optimise first last mile solutions; An order management
Platform Model, or the Payments as a Platform (PaaP) system to integrate logistics with merchant and suppliers is
approach. required; Customer touchpoints need to be maintained.
In the mobile money context, PaaP could be defined as a Technology: A "headless" marketplace platform can be
model whereby the mobile money value proposition is used to integrate all the other required systems; Add-ons will
expanded by enabling third parties to deliver products / be required for all the other business lines (e.g. travel, home
services through a digital platform that eventually services).
addresses a broadened user base.
Analytics: Analytics is crucial to manage logistics, marketing
There are many routes that operators can take into PaaP; and performance of the platform. Analytics team need to
an online marketplace is one of the most relevant create a "self-serve UI" tailored for the functions to create a
because operators can leverage their existing assets data driven organisation.
(customer base, customer insights, distribution network
and payments solutions) to gain an advantage in it.
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Executive summary (1/2)
Operators’ assets for online marketplace: Operators must also overcome challenges
A unique advantage to offer online marketplace
E-commerce is still in its infancy in emerging markets, To have success with a PaaP-based online
largely due to operational challenges entailed in logistics marketplace, mobile money providers need to develop
and commercial challenges posed by a lack of customer the right skills, deploy state-of-the-art technology, and
trust. build an ecosystem of strategic partnerships, in
particular in logistics.
Mobile money providers are uniquely positioned to
overcome the challenges in e-commerce in emerging
markets as they can leverage their broad customer base,
deep customer insights, extensive distribution network
and widespread payment solutions.
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Contents
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0. Why launch an online marketplace?
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Mobile money has grown rapidly in recent years and
many new uses cases and services have evolved
Evolution of the global mobile money landscape, Breakdown of total value transacted per average
2001 to 2016 mobile money customer* (USD)
300
270 277
254 Average mobile
250 money customer is 57.0 10.7
230
P2P Bulk
moving USD 188 per transfers disbursement
200 month
177
9.5
150 Bill payments
117 56.4
Cash-in
100
Breakdown of total
69 value transacted per 4.3
average customer Merchant
50 38 payments
45.9
17 Cash-out
1 3 3 4 6 7 7
0 2.8
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 Airtime top-ups
* Total USD value transacted per active customer per month. Calculation: Number of transactions per active customer per month x average value transacted per active
7 customer per month. Source: GSMA CONFIDENTIAL
The mobile money industry is poised to evolve to a
‘Payments as a Platform’ approach
Payments as a Platform
Explanatory Note: In the mobile money context, a PaaP model may be defined as one where a mobile money provider expands its value proposition by building new
capabilities that transform its activity in a multi-sided model, enabling third parties to deliver products / services through a digital platform that eventually addresses a
broadened user base. (For more details on the PaaP business model, please see GSMA’s report and blog)
8 Source: GSMA
Other routes exist, but online marketplace a highly relevant
option for mobile money providers to enter platform space
Example of
players
Payment a reqt
for customers?
Relevance to Relevant to
mobile money Complimentary Supporting Low relevance Low relevance
customers only
Distribution There are 1.8m registered agents and many other local shops that enable cash-in.
network 95%+ of cash-ins and cash-outs are performed by agents
MTN (#6), Airtel (#14) and Vodafone/Safaricom (#17) are all in the Top 20 most admired brands in Africa. (Orange is #36) in
Brand 2017/18
There are a total of 10 mobile operators in the Top 100
Mobile operators have been active in Africa for many years and have close relationships with various key stakeholders (e.g.
Local market government entities, regulatory bodies).
knowledge Also have good knowledge of new market entrants (e.g. FinTech) and other market initiatives
Mobile operators are involved in a broad range of collaborations and partnerships with FinTechs, banks, local government
Collaborations/ and other key players, helping them expand the range of services offered
partnerships For example, MTN, Millicom, Vodafone / Safaricom and Airtel have partnerships with WorldRemit to allow customers easy
access to international money transfers
Customer / Customer and transaction data is a key asset for operators as they can leverage this data for a variety of use cases, such
transaction data as tracking spending patterns and identifying fraudulent behavior
Context
Scope
In the previously published ‘Landscape report’, the opportunities and
challenges of launching an online marketplace as a mobile money Introducing key enablers of
provider were first introduced 1 launching an online marketplace
This document serves as a follow-up to the Landscape report, and
as a mobile money provider
aims to provide mobile money providers with guidance on key
Outlining potential strategies,
strategic, operational, and commercial topics to launch an online 2 key risks, and other
marketplace considerations per enabler
Objective Providing selected case studies
The aim of this document is to:
3 and best practices to support key
findings
‾ Communicate the key enablers of launching an online
marketplace Providing self diagnostic exercises
‾ Outline the critical considerations relevant to each enabler
4 and Identifying potential next steps
‾ Define key risks and potential mitigation measures
Market Commercial
dynamics model
Supply chain
(incl. logistics) Technology Analytics
Target UX/UI and
customers offering mode
Merchants Value
selection proposition
Commercial / product
Customer support (per business line)
appt. booking
Logistics Products delivery Service providers N/A N/A N/A
visits
Customer Logistics/ returns Scheduling change Flight change / Money withdrawal Cancellation
support handling inquiries
Revenue Item sold Visit Booking Fee per bet and Advertising/
model odds subscription fee
Success Strong logistics High service quality Aggregation Strong UX/UI Integration of
factors network, effective assurance, cust. capability, merchant merchant system,
pricing strategies service relations booking flexibility
Best-in-
class
Home services
13 years @ Digital 8 years
E-Commerce
Content
Food delivery
16 years @ Digital
E-Commerce
Content
Food delivery
E-Commerce @
1 year Travel
11 years @ Home
E-Commerce
services
Mostly commonly used by Often the counterpart of a Limited use cases; however it
leading marketplaces globally good website, also offered by is the most widely adopted
many leading marketplaces channel for mobile money users
Market
place
Typical approach in SEA and china where platforms Typical approach in western countries (e.g. Amazon
expand offering on the same app (e.g. Taobao, GoJek) and Amazon Prime Video, Uber and Uber eats)
Main benefit: High upselling potential and potential This is also the approach adopted by Jumia (Jumia,
synergies Jumia travel, Jumia realestate) (excluding/ Jumia one)
Risk: Complicated UX and technical design and Main benefit: Simple UX, lower brand risk from one
potentially heavy app product failure
Ride-hailing
Search engine
Messaging
Success Failure
19 Source: Desk research, Roland Berger CONFIDENTIAL
3. What is my operational / org model?
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Key roles span across six broad departments for
marketplace – critical for launch and on-going operations
Functional Product Support
1 2 3 4 5 6
Legal IT
Various options
Merchants
Third parties (hired or acquired)
Internal fleet
Order process
‾ Automatically specify first mile merchant by ‾ Notifications and alarms for any
selected scenario logistics issues that require immediate
Dispatched for provider attention
Order is automatically last mile
communicated to all stakeholders delivery ‾ Embedded escalation process
with required information, Delivered to
including merchant and logistics warehouse SLA and process adherence
provider tracking flexible to the different
Order agreements and scenarios
received
Support Requested changes Call centre agents require access to all information relevant to order:
‾ Order details, address, delivery status, provider info etc.
Delivery status request
Branding Packaging Decision to be made concerning own packaging Vs. that of logistics
provider (fulfillment)
Own packaging can be necessary once a certain scale is reached,
however, at small scale it is high cost and difficult to manage
There is no ‘one size fits all’ model. The cost of the logistics
model chosen can vary widely depending on several factors
Cost
Fast delivery Provider tier –
Providers' rates also
Level of depend on their "tier",
guarantee as international
providers such as DHL
High guarantees and UPS are
considered premium
brands
Cost
Play the role of only a Fully outsource Acquire an existing local Building internally all the
marketing and payment logistics (pickup, delivery provider to control logistics capabilities and
platform, with order warehousing, fulfilment the warehousing, fulfilment delivery fleet
fulfilment taken care of and delivery) to a and last mile delivery, and Benefit:
by the merchant logistics provider (e.g. create the needed ‾ Control over customer
Benefit: DHL, Fedex) interfaces experience
‾ Platform not bearing Benefit: Benefit: ‾ High-level of process
delivery risks (e.g. ‾ Flexibility to demand ‾ Increased level of integration
stolen items, delivery) fluctuations integration Risk:
Risk: ‾ Lower cost risk ‾ Ease of integration ‾ Low utilisation during
‾ Brand at risk, Risk: ‾ Control over customer low demand times
dependent on ‾ Defining the right experience ‾ High investment
merchant delivery partner and right Risk: required
quality contract terms is ‾ Defining the right player ‾ Slower launch
‾ Reduced merchant challenging to acquire ‾ High delivery risks (e.g.
value proposition ‾ Product verification ‾ High delivery risks (e.g. stolen items, delivery)
‾ Limiting potential and fulfillment stolen items, delivery)
drivers ‾ Lack of control over ‾ High investment required
customer experience
Supported
by Magento?
Example Custom
players
OR Custom-built OR Custom- built
built
Magento's core capabilities cover Magento extensions for Magento is far from While, relying on existing
key features of ecommerce appointments and reservations optimal platform for platforms is possible for
platform – Key advantage is speed exist travel booking parts of the technology
Rationale to market Performance of add-ons and • No existing API requirements, the end-to-
Limitations exist, including: standard platforms not proven plug-ins for flights/ end journey requires a
‾ High complexity in development at large scale travel agency data custom built platform
‾ Significant latency, especially • Use cases are predominantly Existing travel Another option can be a
with increases in scale for small to medium-sized platforms are well- white label partnership
businesses developed and with existing providers
Typically, businesses planning designed for large- (e.g. Netflix and Spotify)
to scale (e.g., Groupon) scale searches
! amounts of data
Travel search engines develop metasearch tools to compile results from various booking providers e.g. airlines, OTA1)–
No own repository / index is held
Users cannot book directly via metasearch results page – once flight is chosen, user is redirected to source
Online booking agents integrate global distribution systems (GDS) like Amadeus, Sabre etc., to serve as intermediate to
airlines
Inventory from airlines is sold to GDS – Online booking agents effectively "hold inventory" of available flight tickets
Through GDS, users can purchase tickets from multiple airlines directly from travel platform
Additional costs & high level of development capability required. However, user has convenience of booking directly on
travel platform
34 1) Online travel agent Source: Expedia, Booking.com, Kayak, Roland Berger CONFIDENTIAL
Pros and cons of a ready-made platform Vs a custom-
made platform – Speed to market Vs Scalability
Key points
High
Fully custom-made
Using ecommerce platforms such as
Magento would support a fast
launch
Characteristics of a Examples
marketplace
Logistics analytics
Customer centric
Customer behavior
analytics
Agile Product analytics
Call centre
Tech and data driven Analytics is the analytics
main driver in Financial analytics
Disruptive operational supporting all the
model
marketplace
Continuous progress characteristics
Key learnings
All analytics "touchpoints" should be Internal infrastructure should follow Data separation approach is
identified – Clearly defining how and where agile model – Analytics applications critical e.g. by customers, product,
analytics will be used is a key part of ensuring and tools should be frequently and merchants – This will form key
data is converted to actionable insights reviewed, improved, and updated part of analytics strategy
Reports
Adhoc Batch Realtime The architecture team is
query export serving responsible for designing a
data architecture that focuses
on:
Knowledge
graph Derived data
Messaging Self-serve UI: Each team
Streaming platform
Backup queue within the business will have
Archival
Retrieval
Journaling their own interface into which
Purging data is fed in raw form, and
Raw data Batch compute they can do their own data
crunching on the UI itself
based on what is required
Meta data Real-time processing
FDG capability: Capability to
Batch ingestion Realtime ingestion process data real-time with
Ingestion
Data quality built-in algorithms for
detecting anomalies
Batch Micro service Micro service
application 1 1 2
Call centre Serving as main point of contact for Customer account details
Customer customer complaints, inquiries & other Order specifications
support requirements Delivery tracking
Details on logistics providers
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Any marketplace is only as successful as the number of
merchants willing to sell on it
Mobile money providers are uniquely positioned to leverage their assets along the entire launch and operational journey of
an online marketplace, particularly by offering a compelling bundling of services to merchants to attract them to marketplace
Key advantages
Boosting consumer
Alternative to cash on delivery
& merchant trust
Availability of customer funds is verified by Predominance of cash on delivery is
marketplace, providing merchants with largely linked to lack of trust
extra layer of security COD payment method is risky and costly
Customers have chance to approve product for ecommerce providers
before funds are released Escrow service provides alternative – As
Both merchant and customer are protected with COD, no payment is made until
from fraud customer approves item
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Cultural change, recruitment planning and partners eco-
system will still be key remaining challenges
Partners eco-system
Partners in areas such as logistics play a key role Each partner will be specialised in a region/market
in guaranteeing quality of service creating a requirement for an eco-system
Conclusion
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3.6.1
What is my operational
Self-diagnostic / org model?
exercises
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1. How do I select the right business line(s) to focus on
for my online marketplace?
Target customers
How do you segment
your target customers? Market growth
What income brackets What is the current Competition How do I
are you targeting? ecommerce market Who are your key select
What key demographic size by category? competitors in your
is your focus area? How is the market current and future offering? business
Are they mainly forecast to grow per How do you create a USP? lines?
smartphone users? category?
What are their spending
habits? (in mobile money
and telco)
BACK
55 CONFIDENTIAL
2. What channel(s) should I choose to provide customers
access to my online marketplace?
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56 CONFIDENTIAL
3. What logistics model (in terms of ownership, cost,
process flow) has best fit with my online marketplace?
Should I build my own How will I optimise my first Who will cover my logistics
logistics arm with dedicated and last mile solution (e.g., do cost (e.g. merchant or
fleet and warehouses? I leverage pick up points)? customer)?
Do I create a partnership How will I structure my Is logistics cost integrated to
ecosystem or do I launch with technology? product price or separate
one partner? line item at checkout?
What customer touchpoints
Shall I partner with regional or should I keep? Or shall I find What are best practices from
international logistics additional ones to stay competition towards cost
providers for the marketplace? relevant? optimisation?
What is my coverage
strategy? i.e. key regions to
prioritise, rural vs. cities
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4. What kind of technical platform is right for my online
marketplace?
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5. Do I have the right analytics team, processes and
infrastructure in place to support my online marketplace?
1 Are key enablers currently in place? 2 ... and are they being used in the right way?
Team Have I hired the right experts that Do my financial and operational KPIs currently reflect
understand data architecture and e- key components of my business i.e. :
commerce requirements? ‾ Logistics of my online marketplace e.g. stock,
Do I have a dedicated team for delivery time
analytics to manage the day-to-day and ‾ Product e.g. features, time-to-market
ad-hoc upgrading requests?
‾ User experience e.g. number of touchpoints,
satisfaction rate, conversion rate
Tools Did I provide my team with most
appropriate tools? Are my KPIs aligned with the company's overall
strategy?
Did I ensure specifications are as
flexible as possible? Are my existing teams using their analytics capabilities
towards a pre-established implementation plan?
Did I align requirements with logistics
and product teams to ensure they are
served as needed?
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6. Am I ready for all the other relevant topics on the
market place?
What are the legal frameworks I will require to launch a marketplace? How will I
limit liability?
Do I have legal contracts with merchants, customers, vendors and partners covered?
What measures am I taking to limit liability and minimise future disputes?
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3.6.2
What is my operational
Department / org model?
descriptions
Please contact GSMA for detailed departmental profiles and responsibilities
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