THE MOBILE PAYMENT IN RETAIL

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1 Teaching case for the IMP Conference 2013, Atlanta, USA THE MOBILE PAYMENT IN RETAIL (The Teaching Case) Tatjana Apanasevic and Jan Markendahl KTH Royal Institute of Technology Stockholm, Sweden

2 INTRODUCTION Due to a high penetration of smartphones, the mobile payment is one of the most promising development areas able to suggest a substantial value for both businesses and consumers. Businesses can leverage benefits of a direct communication channel with consumers. In turn, consumers can use not only mobile payment and management of multiple bank cards but and additional services, such as loyalty and fidelity programs, coupons, event and public transport ticketing, personalized offers, and so on. In the current case an example of a quickly developing Swedish market of mobile payment solutions is used. During , new solutions were introduced by Swedish banks and new Swedish companies, such as Accumulate, izettle, Klarna, Payair, PayEx, Seamless, and 4T Sweden. The solutions were tested in a number of restaurants, retail and coffee shops. However, a number of obstacles for the adoption of mobile payment solutions by merchants and consumers can be identified. First of all, a ubiquitous infrastructure for these solutions is still lacking in the retail stores. Secondly, a large number of mobile apps linked to different mobile services and payments provided by different service providers create a high level of market fragmentation. Finally, there is a need to manage multiple user accounts. So, consumers and merchants have to deal with this multitude of mobile payment solutions. At the same time, there is a high level of penetration of bank card based payment, which is perceived as a secure and reliable solution. The case is focused on leveraging potential opportunities provided by the mobile payment applied in the retail sector. Indeed, retailers get a direct channel for communication with consumers, which can be used for personalized offers, further improvement of services and assortment, better understanding of consumer needs and preferences, dynamic consumer base management, and so on. The main retail chains in Sweden are ICA, Coop, and Axfood. These companies are interested in attracting new consumer segments. To do that they suggest new offers, supply food and goods of better quality, improve assortment, develop different consumer loyalty programs, run online shopping and purchase delivery to consumers services, some of them already propose mobile apps. So, there is an intense competition among the retailers. When working with a case, students are divided in groups representing one of the corresponding retail chains. Using the information provided about each of the retailers, students will need to (1) determine the main market forces in the market and industry; (2) analyze how the competitive actions of other market players can affect company s strategy and market position; (3) find a strategy to incorporate the mobile payment in the existing business model, decide which mobile payment service provider to partner with, to develop a bundle of attractive mobile services aligned to corporate strategy and core competences in order to reach a sustainable competitive advantage in the nearest year (or years); (4) to discuss the future of mobile payments in retail sector.

3 THE CASE Main Actors in the Retail Sector ICA, Coop, and AxFood are the dominant retailers in the Swedish everyday goods market. ICA accounts for 50% of market, the market shares of Coop and AxFood are 21% and 15% retrospectively. Other smaller retail chains (Lidl, Netto, Bergendahls, and Vi) together account for 14% of the market. This is illustrated in Figure 1. Figure 1. Market shares of the main retail chains in Sweden in 2012 (Source: Delfi and Fri Köpenskap, 2012). (figures can be moved to Appendix) ICA AB, retailing corporate group History: The company was established in 1938, based on a wholesale company Hakonbolaget (AB Hakon Swenson), which was started in 1917 by Hakon Swenson 1. In 1972, changes implemented in company s structure gave a start to ICA as it is known today 2. ICA s core business is grocery. This is the largest Nordic retailer with branches located not only in Sweden, but also in Norway, Latvia, Estonia, and Lithuania 3. At the same time, ICA Gruppen owns ICA Bank, ICA Real Estate, Forma Publishing Group, inkclub, and partly owns companies Cervera 4, Hemtex 5, and Kjell&Company 6, meaning operation in banking, real estate, publishing and media, and non-food sectors representing goods for home, textile, and electronic goods 7. 1 ICA-avtalet 40 år. 2 ICA-avtalet 40 år. 3 ICA. Our organization. 4 Cervera. 5 Hemtex. 6 ICA. Kjell&Company. 7 ICA. Our organization.

4 Strategy: Company s mission is to be the leading retailer focused on food and meals 8. ICA s strategy is focused on a number of strategic themes: strengthening of ICA s brand position and customer loyalty 9, extension of customer offering, improvement of sales channels, simplification of business, engagement of employees, and improvement of corporate responsibility. A big attention is paid to renovation of existing stores. Number of shops: In Sweden ICA is represented by four chains: ICA Supermarket, Maxi ICA Stormarknad, ICA Kvantum, and ICA Nära. The total number of stories in Sweden equals Sales: ICA chains exhibit a wide assortment of goods at a good pricing. As a result, the total sales are increasing each year. In 2012, the total sales in Sweden were SEK million and indicated 5,2% growth compared with The share of net sales of corresponding ICA s chains is presented in Table 1 and Figure 2. Table 1. ICA net sales in retail chains in Sweden (Source: ICA, 2012). ICA retail chains SEK million Share of sales (%) ICA Supermarket Maxi ICA Stormarknad ICA Kvantum ICA Nära Total: % Figure 2. Share of sales of different ICA s retail chains (Source: ICA, 2012). 8 ICA. Mission, vision and values. 9 ICA. Strategies. Available at:

5 Consumer relationship and target markets: ICA tries to engage consumers in different ways, for example: loyalty programs for loyalty card holders; a launch of new pilot stores with a wide range of fresh food and prepared food at competitive price; ICA To Go pilot suggesting food for people on the go 10 ; online offering on customer portal on the Swedish largest recipe site; a development of smartphone app allowing to scan coupons with mobile phone and download them to ICA s card; online and mobile site for home delivery; Grocery Bag that can be delivered home or picked up at one of 250 stores delivering the service; constant search for new target groups like offering for students; and focus on food quality 11. Coop History: Coop is a part of KF Group (Kooperativa Förbundet Group), a retailing group. The core business of KF Group is retail supermarkets, however, the group owns a number of companies operating in other sectors like marketing (Coop Marknad), media (KFMedia, Norstedts publishing group, Pan Vision group, and Vi Magazine), banking (MedMera Bank), finance and investment (KF Sparkassa and KF Invest), real estate (KF Fastigheter and Handels Bodarna), and so on 12. KF was founded in 1899, Konsum Stockholm opened its first supermarket in Currently, Coop is represented by a number of retail chains, an online shop Coop Online, a chain of goods for renovation Coop Bygg, and one of the largest supermarkets (Daglivs) with a wide assortment where consumers can order and buy all what they want 14. Strategy: In order to achieve sustainable advantage in a long term, company is going to address ethical, environmental, social, and economic aspects related to different stakeholders: consumers, shareholders, employees, suppliers, governmental institutions, and other interested groups (KF, 2012). The main focus of strategic improvements is to reaching sustainability in assortment, stores, and suppliers. As a result, Coop is a market leader in the sales of ecological and sustainable brands (KF, 2012). Number of shops: Coop retail chains are represented by Coop Nära, Coop Extra, Coop Konsum, and Coop Forum. The size of stores ranges from big supermarkets to smaller convenience stores. The total number of Coop s stores and supermarkets is about 700. Sales: The total sales in Coop supermarkets and stores achieved SEK million in 2012 (Delfi, and Fri Köpenskap, 2013). This result shows a 2,5% increase compared to Consumer relationship and target markets: The main Coop s strategy is to attract consumers by extended assortment of ecological goods. Other ways to attract new consumers are loyalty programs, offers, and discounts for loyalty card holders provided by Coop and its partners. Offers are related to goods and services in home care, travel and ticketing, culture, fashion, books, health, and other areas 15. Consumer experience in the stores is improved by fast selfservice cash desks (introduced starting from ). There is an opportunity of online shopping, 10 ICA. Important events ICA. Important events Coop. KF Coop Coop Coop. Partner offers Coop.

6 provision of recipes and information about discounts on Coop Online website, consumer personalized accounts on the online portal, Matkasse service ( A food bag filled with different assortment of products) which can be bought online and picked up in the nearest Coop store. Axfood History: Axfood was established in 2000 as a result of the merger and acquisition of several retail chains 17. Currently, Axfood owns following retail shop chains: Hemköp, Willys, a grocery chain PrisXtra; convenience store wholesaler Axfood Närlivs; and centre of logistics Dagab 18. Strategy: The vision of the company accents innovative thinking and growth as means to become the best retail company in the Nordic region 19. The core of Axfood s strategy is based on profitability, growth, customers, sustainable development, and employees and organization 20. One of growth aspects is development of e-commerce and ready-meal offers. Company has a strong focus on consumer needs 21 and seeks to develop loyalty programs, improve shopping experience, and customer offerings 22. The main elements of the business model are: strong purchasing function, focus on private label products, efficient logistics and attractive grocery stores 23. Number of shops: As it was already mentioned, the main retail chains are Hemköp, Willys, and PrisXtra. Hemköp chain has 179 stores in total, and 65 of them are owned by Axfood 24, Willys has 176 stores 25, and PrisXtra has 5 stores in Stockholm 26. The total number of stories is Sales: The total Axfood sales in the retail chains were SEK million in 2012, indicating 3,1% growth compared with The net sales of corresponding Axfood chains are presented in Table 2 and Figure 3. Table 2. Axfood net sales in 2012 (Source: Axfood, 2012). Axfood retail chains SEK million Share of sales (%) Willys Hemköp PrisXtra Total: % 17 Axfood. History Axfood. History Axfood. About Axfood Axfood. Strategy Axfood. The Brand Axfood. Strategy Axfood. About Axfood Axfood. Hemköp Axfood. Willys Axfood. PrisXtra Axfood. About Axfood.

7 Figure 3. Share of sales of different Axfood s retail chains (Source: Axfood, 2012). Consumer relationship and target markets: The three Axfood s retail chains address different market segments. So, Willys is targeting price-sensitive consumers, large households, and families with children 28. One of its successful offerings is Sweden s cheapest bag of groceries. Consumers targeted by Hemköp are active people of all ages, seeking variation, a range of choices and high quality at an attractive price 29. The target segment of PrisXtra are food lovers. In the stores they are attracted by a wide product assortment and an inspiring shopping experience 30. In addition, Axfood suggests a big range of private labels being a leader in the market (e.g. Willys, Hemköp, Grant, Grant Ecological goods, Awade, and others) 31. A big attention is paid to the quality and safety of products, adoption of good environmental practices. Different chains offer different loyalty programs for consumers. There are online shopping services. A pilot project NetXtra offers online grocery shopping with opportunity of home delivery, online shopping with pick-up in the store, or physical shopping in the store (Axfood, 2011). 28 Axfood. Willys Axfood. Hemköp Axfood. PrisXtra Axfood. Private labels.

8 Main Mobile Payment Service Providers A number of mobile payment solutions were launched in the retail sector in Sweden. Their overview is presented below. SEQR provided by Seamless Since spring 2012, SEQR, a mobile payment solution developed by Seamless, can be used for payments in a number of different shops, e-shops, and restaurants (Seamless, 2012; Sellebråten, 2013). Moreover, the solution can be used free of charge and is not linked to any bank account or card. So, there is no dependence on consumers affiliated banks. In order to perform the payment, a QR-code should be scanned and payment approved with a personal PIN code. The SEQR users have to register a credit account at a financial service company Collector (Seamless, 2012; Sellebråten, 2013). The financial company (Collector) handles all questions related to payment transfers and issues monthly bills to the consumers. The retailers issue bills via the mobile payment app (see Figure 4a). Bart provided by Swedbank and Sparbankerna Another mobile payment solution dedicated to retail purchases is Bart. This service was launched by Swedbank and Sparbankerna (Swedbank, n.d.). Bart is directly related to consumer s bank account, acts as a bank card, and performs payment transactions via QR-codes (Swedbank, n.d.; Sellebråten, 2013) (see Figure 4b). The consumers make payments using the separate payment application directly connected to their bank accounts. Banks act as the mobile payment solution providers. They have a direct relation with the consumers, manage their bank accounts, and perform money transfers. Additionally, bills issued by merchants are saved in the electronic form within the payment application. Figure 4. a) SEQR b) Bart Actors and relations for SEQR and Bart mobile payment solutions. The grey arrow indicates billing relationship.

9 Payair provided by Payair One more mobile payment solution developed by Payair uses QR-codes for payment transfers. The Payair application is linked to the user s bank account or credit card. Currently, the solution is used for payments at e-shops. The relations between the main actors are presented in Figure 5. The payment service provider (i.e. Payair) handles the relation with the consumers. The mobile payment applications are directly linked to the bank accounts of the users, so, a relation exists between the service provider and the banks. The retailers (i.e. e-shops and restaurant chains) issue bills via the mobile payment app. Figure 5. Actors and relations for Payair mobile payment solution. The grey arrow indicates billing relationship. WyWallet provided by 4T Sweden WyWallet was launched by 4T Sweden, a join venture of the main Swedish mobile operators Telia, Tele2, Telenor, and Three (Clark, 2012). The payment solution is based on Accumulate mobile financial service platform (Clark, 2012). Another partner PayEx performs payment transfers (Narayan, 2013). WyWallet app is linked to user s bank credit cards, additionally, NFC tags can be used (Sellebråten, 2013). WyWallet has future plans to provide mobile payments dedicated to the retail. Summing up, there is a number of mobile payment solutions, but a need of multiple account management might be critical for service adoption by consumers. At the same time, the scale of the service usage is limited to several retail or restaurant chains, or e-shops. This leads to a high market fragmentation, and problem reaching a critical mass of consumers needed for mobile payment to take off. Another important aspect is than the mobile payment service cannot be provided without coupling to the bank cards. Taking in to account limited acceptance of mobile payment solutions by retailers, traditional credit/debit cards seem to be a better solution. Indeed, they can be used everywhere, provide centralized account control and management being safe and convenient at the same time.

10 REFERENCES WEB Sites Axfood, Group overview [online] Available at: < [Accessed 29 June 2013] Axfood, New start for NetXtra. [online] Press release, 24 January, Available at: < [Accessed 29 June 2013] Clark, S. (2012). Swedish carrier launch mobile wallet service. NFCworld, [online] 29 June. Available at < [Accessed 23 March 2013] Delfi, DLF and Fri Köpenskap, Dagligvarukartan [online] Available at: < [Accessed 28 June 2013] Delfi, DLF and Fri Köpenskap, Dagligvarukartan [online] Available at: < [Accessed 30 June 2013] ICA, The ICA Group s annual report and sustainability report. [online] Available at: < [Accessed 28 June 2013] KF, Verksamhetsberättelse [online] Available at: < [Accessed 29 June 2013] Narayan, S. (2013). Mobile Payments Comparison of Mobile Wallet Concepts. MSc Thesis report, Royal Institute of Technology, Stockholm. Seamless, Seamless launched easy transfer to all bank accounts in Sweden. [online] Press release, 28 August, Available at: < [Accessed 23 March 2013] Sellebråten M., Stort test: Mobila betalningar. (In Swedish) Mobil, [online] 21 March. Available at: < [Accessed 27 March 2013] Swedbank. (n.d.). Bart mobilbetalinig i butik. (In Swedish) [online] Available at: < [Accessed 23 March 2013]

11 FURTHER READINGS Andersson, P., Markendahl, J. and Mattsson, L.-G. (2011). Technical development and the formation of new business ventures, the case of new mobile payment and ticketing services. IMP Journal, Volume 5, Issue 1, pp , Available at: Carton, F., Hedman, J., Damsgaard, J., Tan, K. and McCarthy, J.B. (2012). Framework for mobile payments integration. The Electronic Journal of Information Systems Evaluation, Volume 15, Issue 1. Collis, D.J. and Montgomery, C.A. (2008). Competing on resources. Harvard Business Review, July-August, 2008, pp Dahlberg, T. and Öörni, A. (2006). Understanding changes in consumer payment habits Do mobile payments attract consumers? Proc. of the Global Mobility Roundtable, Helsinki, Dahlberg, T., Mallat, N., Ondrus, J., and Zmijewska, A. (2008). Past, present and future of mobile payments research: A literature review. Commerce Research and Applications, Volume 7, Issue 2, Summer 2008, pp , Elsevier. Ford, D. and Mouzas S. (2010). Networking under uncertainty: Concepts and research agenda. Industrial Marketing Management, Volume 39, Issue 6, August September 2010, pp Ford D., Gadde L.-E., Håkansson H., and Snehota I. (2007). The business marketing course, J. Wiley. Gaur, A. and Ondrus, J. (2012). The role of banks in the mobile payment ecosystem: a strategic asset perspective. International Conference on Electronic Commerce. 12, August 7-8, Goeke, L. and Pousttchi, K. (2010). A scenario-based analysis of mobile payment acceptance Ninth International Conference on Mobile Business / 2010 Ninth Global Mobility Roundtable. Hamel, G. and Prahalad, C.K. (1990). The Core Competence of the Corporation. Harvard Business Review, vol. 68, no. 3, May-June 1990, pp Methlie, L.B. and Gressgård, L.J. (2006). Exploring the relationship between structural market conditions and business conduct in mobile data service markets. Journal of Electronic Commerce Research, Volume 7, No 1, pp Mohammadi, S. and Jahanshahi, H. (2008). A study of major mobile payment systems' functionality in Europe. Proceeding of 11th International Conference on Computer and Information Technology, Khulna, Bangladesh. Ondrus, J. and Lyttinen, K. (2011). Mobile payments market: Towards another clash of the titans? 10th International Conference on Mobile Business. Porter, M. (1996). What is strategy? Harvard Business Review, November-December 1996, pp Porter, M. (2008). The five competitive forces that shape strategy. Harvard Business Review, January, 2008, pp Pousttchi, K. and Wiedemann, D.G. (2007). Influences consumers' intention to use mobile payments? Proceedings of the 6th Global Mobility Roundtable. Pousttchi, K., Schiessler, M. and Wiedemann, D.G. (2009). Proposing a comprehensive framework for analysis and engineering of mobile payment business models. Information Systems and E-Business Management, Volume 7, Issue 3, pp

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