Scaling mobile for development harness the oppurtunity in the developing world

ANALYSIS
Scaling Mobile for Development
Harness the opportunity in the developing world
Mobile for Development
August 2013
with support from
GSMA Intelligence
mobiledevelopmentintelligence.com • mdi@gsma.com • @GSMAm4d
© GSMA Intelligence gsmaintelligence.com • info@gsmaintelligence.com • @GSMAi

• The mobile phone holds the power of ubiquity. Across the developing world, around 40% of people
now actively subscribe to mobile services. Well over 50% have access to a mobile, despite not
owning one. Access to mobile services in the developing world has outpaced the rate at which
much of the population is gaining access to basic services such as electricity, sanitation, and
banking.
• As the one technology that is becoming widely accessible to all populations, including those at the
bottom of the economic pyramid (BOP), there has been increased focus on the invaluable role
mobile technology can play in improving social, economic and environmental development in
emerging markets. As the remaining unconnected populations get access to mobile technology
and the capabilities it provides, the lives of these populations will fundamentally shift. The simple
increase in access to information at a faster pace, from new sources, will influence everything.
Affordable mobile phones and the opportunities they usher in for the poor will be one of the most
dramatic game-changing technologies the world has ever seen. Industry growth will happen with or
without our intervention; the role of MDI will be to educate all those interested in harnessing the
power of mobile for good.

• This confluence underlines the opportunity held by Mobile for Development, which seeks to draw
investment and partnership to scale mobile-enabled services that can help to facilitate service delivery
in the absence of traditional modes of infrastructure that would otherwise do this. Indeed, Mobile for
Development is a growing sector, with well over 1,000 live services now tracked by the GSMA across
the developing world in verticals such as money, health, education and entrepreneurship. The problem
is that while the sector has enjoyed continued growth in the number of services over the last 5-7 years,
scaling up services still proves to be a challenge and sustainable business models continue to be
elusive.
• This work is designed to inform and add insight to help address these challenges. It has been
developed by Mobile for Development Intelligence with support from the Rockefeller Foundation. Our
inclusive approach included a research process and production of an interim and final report in April
and May 2013 respectively, with a series of peer review workshops held in Nairobi, Kenya and
Washington DC to drive collaboration and thought leadership across stakeholder groups.

Mobile for Development Intelligence is a freely available, online platform of mobile market and impact data,
analysis and access to an active community of practice in Mobile for Development. We believe that open
access to high quality data will improve business decision making, increase total investment from both the
commercial mobile industry and the development sector and accelerate economic, environmental and social
impact from mobile solutions.
For more information, visit www.mobiledevelopmentintelligence.com

For more information, please forward direct correspondence to:
Tim Hatt thatt@gsma.com
Corina Gardner cgardner@gsma.com
Adam Wills awills@gsma.com
Martin Harris mharris@gsma.com

1. Executive summary 7
2. Key takeaways: a stakeholder guide 18
3. Market landscape: current and outlook 25
4. Impact of mobile on development sectors 54
5. Platforms, multiplicity and the drive for scale 82
6. User-centric innovation 107
7. Role of government 130
8. Appendix 141

1. Executive summary
2. Key takeaways: a stakeholder guide
3. Market landscape: current and outlook
4. Impact of mobile on development sectors
5. Platforms, multiplicity and the drive for scale
6. User-centric innovation
7. Role of government
8. Appendix

• Nearly 50% of people own a mobile
in the developing world, with this
closer to 70% including those with
access despite not owning one
• Relative to other consumer
electronics devices, this makes
mobile the nearest to ubiquity
• We expect growth to moderate a bit,
but even still, an additional 130
million people will use start using
mobile across the developing world
each year up to 2017
• This presents an opportunity from
sheer connections, but more
importantly, by using mobile as an
enabler to service access – both in
rural and urban areas (see slides
27-32)
24%
27%
30%
33%
36%
39%
1% 2%
2% 3%
5%
8%
2% 3%
3% 4%
5%0%
1% 1% 2%
0%
10%
20%
30%
40%
50%
2007 2008 2009 2010 2011 2012
Penetration of population (developing world)
Mobile
Smartphone
PC
Tablet
49%
26% 33% 31%
15-20%
65-70%
0%
20%
40%
60%
80%
100%
Mobile Financial
services
Electricity Sanitation
Sub Saharan Africa*

• Network coverage remains both a
driver and limitation of mobile
access
– 2G coverage (which mostly services
voice and text) is widespread, over
85-90% in most markets
– 3G is more limited, especially in
countries where a lot of the
population lives in rural areas
• This is actually not a major problem
now – 2G is fine for data use
provided capacity is not over
burdened
• Smartphones are the biggest data
consumers, but they are still owned
by less than 10% of people
(compared to nearly 50% in
US/Europe)
• We expect this to rise (as device
prices continue to fall), but at an
uneven pace, with mid and upper
income groups the fastest adopters
(see slides 41-45)
0%
20%
40%
60%
80%
100%
0% 20% 40% 60% 80% 100%
3Gcoverage(population)
Population living in urban area
3G network coverage
68%
52%
43% 42%
33% 29%
77%
0%
20%
40%
60%
80%
100%
Central
/Eastern
Europe
Latam Middle
East
East Asia
/Pacific
Africa South
Asia
US
/Europe
How big are smartphones?
Basic/featurephone Smartphone

• But, does this matter?
• We believe it is more important to
consider what a phone does, not
what it is called
• The key story is mobile data
• There is an ongoing convergence in
price and functionality between
featurephones and lower priced
smartphones (especially Android)
• In this sense, the featurephone
audience presents a vast (and
latent) market for VAS services
• It also has implications for how
people generate content – here,
using social networks on mobile will
play a key role (see slides 49-
53; companion, section 1)
Smart
phone
Feature
phone
Likelihoodofusingdata
Handset cost
Democratisation of data
Target audience
Bubble size = penetration
0
200
400
600
800
2009 2010 2011 2012
Millionusers
Facebook: expanding to emerging markets
US and
Canada
Europe
Rest of world
20%
31%
CAGR (2009-
2012)
66%

• Mobile for Development is a
growing sector, having attracted
investment from mobile
operators, entrepreneurs,
investors and international
development groups
• However, it has largely failed to
scale – if the last 5 years were
about growth in services, the next
5 will be on consolidating
sustainable business models and
ecosystems
• The momentum has already
begun, with several sectors
moving to revenue-based models
as opposed to relying on donor
funding (see slides 56-65;
companion, section 2)
0
200
400
600
800
1000
0
50
100
150
200
250
Pre
2005
2005 2006 2007 2008 2009 2010 2011
Cumulativelaunches
Launchesperyear
Mobile for development evolution
Entrepreneur
Learning
Agriculture
Health
Money
74%
11%
25%
34%
53%
66%
0%
20%
40%
60%
80%
100%
Donor Consumer (non
MNO)
Non
donor/government
Launch year
Shifting business models
Pre
2009
2009-12

• SMS is the most commonly used
technology for mobile-enabled services
• Voice-based services (either calling an
operator, or using an IVR system) are
less popular, with a niche in mobile
health and agriculture applications
• This is easy to understand in the sense
that SMS can be used on any phone,
and it is relatively cheap to deploy
• However, we believe this will begin to
change over the next 2-3 years
– SMS is not effective for illiterate mobile
users
– Voice-based solutions have a higher up
front investment, but carry longer term
profit benefits
– As smartphone penetration rises, more
and more services will use apps and
the mobile internet – indeed, this is
already happening in the education and
entrepreneurship sectors (see
slides 56-58; companion,
section 2)
65%
25% 23%
77%
20%
76%
52%
13%
85%
38%
0%
20%
40%
60%
80%
100%
Launch year
SMS dominant, but apps and mobile internet
emerging
Pre 2009
2009-12

• No one will dispute the
value of generating
social impact
• The issue is whether
that impact is
sustainable
• This presents the
central challenge (and
opportunity) in M4D
over the next 5 years:
shifting to scaled
services that, while
offering the prospect of
social impact, are
foremost businesses
with a defined value
proposition (see slide
89)
Audience reach
Ability to leverage size (e.g. to form
partnerships, economies of scale and
scope)
Sustainability
Impact
The importance of sustainable impact…
Local Sub-national National Regional Global

• Scale is very much a process
of several factors coalescing
• While verticals such as mobile
money or health will have some
unique barriers to scale, some
can be generalised across the
wider sector
– Defined value chains
– Sustainable business models
– Market visibility (e.g. the ability
to source partnerships)
• Mobile money has so far
achieved the greatest reach
(having a clear value
proposition), but others can
follow – the demand side case
is evident in the lack of service
access, it is the supply side
where the barriers must be
overcome (see slides 90-
98; companion, section 3) Fully formedUnformed Partially formed
Sustainablebusinessmodel
SelfreinforcingEarlystageMiddlestage
Mobile
money
Mobile
health
GoodPoor Modest
Defined value chain
Market visibility

• To understand what technology is capable of scaling, it
helps to be clear about what a platform is
• Despite liberal use of the term, there are not that many
true platforms
• In fact, most mobile-enabled services are bespoke –
designed to do one thing in one market
• Frameworks are more promising – scalable and cost
effective – and it is here where more investment is
needed (see slides 84-88; companion, section
3)
In theory…
Conceptual breakdown
Something
that can be
built on top
of reused Further
technical
conditions
e.g., requires
APIs,
underlying
rules-engines
that aren’t
specific to any
one service
The technical
definition of a
platform
(includes
iOS, Android,
etc.)
The usage
we’re
interested in
(relevant to
scalability)
Tool tool
Platform
Framework
Foundation
app
Foundation
app
Bespoke
app
Tool
A more helpful view

• Mobile, growth, developing
business, changing
people’s lives – all are
drivers for the innovation
happening in mobile
across the developing
world
• The challenge is to
consolidate this through
partnerships (avoiding
duplication and
fragmentation) (see slide
92)
13%
63%
57% 60% 63%
54%
77%
13%
20% 17% 7% 25%
10%
13%
20% 20% 30% 15%
10%
3% 3% 6%
0%
20%
40%
60%
80%
100%
Money Health Agriculture Learning EE Total
Does the mobile service use a framework?
Open framework
Closed framework
Foundation M4D
application
Bespoke M4D
application

• There is also a need to finance this innovation
• Nowhere is this greater than for entrepreneurs at the early stage but not yet at the point of stable
revenues (pre-growth)
• The good news is that the investment community (from traditional VCs to impact investors to donors)
realise this and as such attitudes to risk/return are beginning to shift in favour of higher risk given the
potential for disruptive innovation (despite the inherent high probability of failure)
• The challenge will be in sustaining this, and with it innovation hubs with a refilling community of
entrepreneurs, investors and (increasingly) mobile operator involvement (see slide 93;
companion, section 3)
Funding gap
Stages of GrowthIdea Pre seed Seed Growth Maturity
High risk
innovators
(many)
Mature, proven
models (few)Services that
scale over time
Services that do
not scale
Low
High
Investmentrisk

Key findings
MNO
Vendor
Entrepreneur
Investor
International
development
Government
Developing world is becoming connected at a rapid pace:
nearly 40% of people in the developing world now subscribe to
mobile services, with subscribers having grown at over 10% a
year since 2007. Taking into account people who have access
to a mobile, despite not owning one, would push the
connected population to well over 50%
Network coverage is key: despite the rise in penetration,
there is still a wide gap in coverage between urban and rural
areas, with mobile penetration in urban areas up to double
that of the rural population
Smartphones have grown, but are not the engines of
growth: smartphones have grown to the point where we
estimate just under 10% of people own one in the developing
world, compared to virtually no take-up in 2007. This is
dominated by low cost Android devices, which have steadily
declined in price to below $100. We expect growth to continue
over the next 5 years, but mainly for mid and higher income
segments
Democratising data: mobile operators and internet players
are developing more innovative ways to get data into the
hands of lower income segments, such as through hybrid data
plans or even zero-cost mobile internet browsing
Relative
importance*
High
Moderate
Low
*While findings may have
some relevance for all
stakeholders, we have
prioritised this to reflect the
different roles, and therefore
level of influence, held by
each
For implications,
see slide 26

Key findings
MNO
Vendor
Entrepreneur
Investor
International
development
Government
M4D is growing: there are now over 800 live mobile-enabled
products and services in the developing world, with growth
having accelerated over the last 3 years. There are also
interesting geographic distributions: mobile money in Africa,
learning/education in Asia, with health and agriculture more
balanced
Emergence of new business models: as new sectors in the
M4D space have emerged since 2009, so too have new
business models. Donor funding remains the most common
model in mHealth, but others drawing revenue from consumers
or business (e.g. using B2C, B2B and B2B2C) are used in the
money, learning and entrepreneurship sectors in particular
SMS remains dominant, but new technologies are
emerging: 67% of M4D services use SMS as an access
medium, its popularity having increased since 2009. USSD
also remains popular, with the use of the mobile web and apps
on the rise
Relative
importance*
High
Moderate
Low
each
For implications,
see slide 55

Key findings
MNO
Vendor
Entrepreneur
Investor
International
development
Government
Barriers to scale are multi faceted: scale is driven by a
number of factors related both to an organisation and the wider
sector. Across the M4D sector, the most important are the
presence of defined value chains, sustainable business
models, and market visibility
An important distinction: it is important to distinguish
between a true platform, a framework and a bespoke service.
Platforms (e.g. Linux, iOS, Android) are generic and can
accommodate a range of applications or services. Frameworks
(e.g. Fundamo, Frontline SMS) are less generic than
platforms, but provide many re-usable tools for others to use in
M4D services. Bespoke M4D services are the least generic
and are generally designed for one sector in one country
In the M4D sector, bespoke services are most common,
followed by frameworks, with true platforms generally
controlled by global TMT firms (with or without direct interests
in M4D). We believe frameworks present the best route to
scale, and warrant investment
Mobile money stands out: the mobile money sector has the
most defined value chain, including a layer for vendors (e.g.
Fundamo, Comviva) providing the underlying frameworks the
services are built on
Relative
importance*
High
Moderate
Low
each
For implications,
see slide 83

Key findings
MNO
Vendor
Entrepreneur
Investor
International
development
Government
Organisations, not departments: developing user-centric
innovation means the end user must be at the heart of all
parts of an organisation, including management culture,
product and service design, and marketing
Segmentation and personas are key: M4D service
providers must define target end user segments and develop
personas that clearly define the gaps and opportunities that
could be met by a given service
Cost and communication are key barriers: high up-front
costs and the fact many M4D organisations have partnerships
where each party has a different background and set of
objectives create barriers to effective implementation of user-
centric innovation
Relative
importance*
High
Moderate
Low
each
For implications,
see slide 108

Key findings
MNO
Vendor
Entrepreneur
Investor
International
development
Government
A ubiquitous influence: the role of government on the mobile
for development sector is mostly indirect through setting
regulation and influencing the business environment. Direct
investment in mobile-enabled services has so far been limited,
with this mostly focused on the health sector
USFs strong in theory, weak in reality: Despite Universal
Service Funds (USFs) offering a way of underpinning
coverage expansion to rural areas, these have been largely
mired by inefficiency. Around $11 billion has been collected
worldwide but not actually been put towards any projects, with
97% of this in the developing world
Good business opportunities, not always the best
environments: while the culture for entrepreneurship has
improved in many markets (e.g. parts of Asia, Latam), there
are still developing regions languishing – 63% of markets in
Africa and 33% in South Asia still fall into the bottom quartile
worldwide in the ease of doing business
Relative
importance*
High
Moderate
Low
each
For implications,
see slide 131

• Mobile has become a transformative technology, with ownership in the developing world nearing
50%, and still significant headroom for growth over the next 5 years. This growth will likely be fuelled
by populations at the lower and middle income level, further underlining the opportunity of mobile-
enabled services targeting these segments
• Mobile for Development as a sector is growing. The challenge over the next 3-5 years is to move
away from growth purely in the number of services towards a scalable and sustainable model. From
a foundation perspective, we would highlight two points in this context:
– Focus on the cross sector. The route to scaling a sector is to re-use technology (frameworks) in different
verticals, and in different countries. This horizontal, as opposed to vertical, way of thinking is driven by the
recognition that, already, many services are essentially doing the same thing but under different brand names –
whether this is in P2P (e.g. mobile-based recruitment solutions), in transactions using mobile money
frameworks or other ways discussed in this report – which provides opportunities for leveraging existing
technologies for more than their originally intended purpose
– Flexible business models. To harness the innovation that is being developed by entrepreneurs and other
organisations, it is important that investors and foundations recognise the need for flexibility in business models.
A crucial, yet largely unfulfilled, requirement is for organisations to align services with customer needs. In a
rapidly changing consumer environment, these needs are fluid, and as such business models are likely to
change over time. Established risk perceptions in mature markets will need to be reconsidered in light of this to
ensure this supply of innovation is harnessed. This is indeed starting to happen, the challenge will be in gaining
widespread recognition from the investment and development community. We believe the Rockefeller
Foundation can play a key role, both through its interventions and role as a thought leader
• The cross sector view and driving sustainable business models are changes that will be most
effective from a foundation perspective if integrated at the organisational level. We see this report as
a platform for further discussions between MDI and the Rockefeller Foundation on achieving this,
and ultimately helping both parties in articulating these implications to the wider mobile and
development communities

Key findings Key implications
Developing world is becoming connected at a rapid pace:
nearly 40% of people in the developing world now subscribe to
mobile services, with subscribers having grown at over 10% a
year since 2007. Taking into account people who have access
to a mobile, despite not owning one, would push the
connected population to well over 50%
Harness the scale: while growth in the number of people
using a mobile will moderate over the next 5 years, we still
expect 130 million new mobile services subscribers every year
to 2017. This means an increasing total addressable mobile
for development market, uniquely positioned to use the mobile
as an alternative to traditional modes of service delivery
Network coverage is key: despite the rise in penetration,
there is still a wide gap in coverage between urban and rural
areas, with mobile penetration in urban areas up to double
that of the rural population
Bridging the coverage gap is multi pronged: to bridge the
gap will require both further network roll-out and alternative
solutions, such as by using green power for rural base
stations. There is also a role for GSMA in lobbying for benign
regulatory environments, and community power, which can be
used both to aid mobile connectivity and access to utilities
such as water and electricity
Smartphones have grown, but are not the engines of
growth: smartphones have grown to the point where we
estimate just under 10% of people own one in the developing
world, compared to virtually no take-up in 2007. This is
dominated by low cost Android devices, which have steadily
declined in price to below $100. We expect growth to continue
over the next 5 years, but mainly for mid and higher income
segments
Featurephones and smartphones blur: it is increasingly
important to consider the convergence in price and
functionality between higher end featurephones and lower end
smartphones. M4D service providers should be aware that as
smartphone penetration rises, while this opens a more
personalised experience, it carries trade-offs, such as lower
build quality and battery life
Democratising data: mobile operators and internet players
are developing more innovative ways to get data into the
hands of lower income segments, such as through hybrid data
plans or even zero-cost mobile internet browsing
Mobile data is the common denominator: more people,
including those at the low income end, will gain access to
mobile data, either on featurephones or smartphones. M4D
services can tap into a range of handsets and through a range
of mediums (e.g. pre-installed apps on a featurephone,
browsing on a smartphone)

24%
27%
30%
33%
36%
39%
1% 2% 2% 3%
5%
8%
2% 3% 3% 4% 5% 5%
0% 0% 0% 1% 1% 2%
0%
10%
20%
30%
40%
50%
2007 2008 2009 2010 2011 2012
Penetration of population (developing world)
Mobile
Smartphone
PC
Tablet
• On an ownership basis, the mobile phone is the most widely owned communication device in the
developing world
• The PC is owned by a much smaller share of people, with tablets smaller still
• Access to a PC will be greater than ownership given device sharing, but the same is true of mobile,
so the gap is unlikely to change
Note: mobile is proportion of people that subscribe to mobile services
Source: MDI estimates based on GSMA Intelligence, Strategy Analytics, Telegeography

49%
26%
33% 31%
15-20%
65-70%
0%
20%
40%
60%
80%
100%
Mobile Financial
services
Sub Saharan Africa*
83%
90% 90% 90%
0%
20%
40%
60%
80%
100%
Mobile Financial
services
Western Europe
• While access to basic services such as electricity and sanitation is near universal in most
developed markets, it remains a minority in developing regions
• Mobile access – either through direct ownership or having access to a mobile in the household – is
more widespread, positioning it as a unique catalyst helping to increase access to these services
Ownership
Don’t own, but have access to
mobile in household
(indicative)
*Mobile and financial services includes select countries
Source: GSMA Intelligence, GSMA Mobile Money program, IEA, World Bank, MDI Analysis

5.9
1.1
0
1
2
3
4
5
6
7
Developing Developed
Billion
Population
• There are now around 6 billion people living in the developing world, six times that of the
developed
• Incomes remain much lower, but have grown at 5% a year over the last 4 years
• Mobile adoption has grown even faster, but still over half the developing world population is yet to
own a mobile, leaving a large opportunity for the mobile industry, and in turn presenting social and
economic opportunities in connecting low income segments (e.g. Mobile for Development sector)
4.1
41.8
0
10
20
30
40
50
60
Thousand/year
GDP/capita ($)
4.9%
-0.3%
12.8%
3.2%
-5%
0%
5%
10%
15%
Growth, 2007-11*
GDP/capita Mobile ownership
*Compound Annual Growth Rate. Population and GDP/capita are for 2011
Source: GSMA Intelligence, IMF, MDI Analysis

• Growth in active mobile subscribers in
the developing world has been very
strong the last 5 years at over 10%
• Even though we expect growth to
slow to 2017, this still translates into
around 130 million new people
subscribing to mobile services every
year in the developing world
• By contrast, most mature markets
have reached saturation (something
which will happen in developing
regions, but not for several years)
Source: GSMA Intelligence, MDI Analysis
4% 4% 3% 2% 2% 1% 1% 1% 1% 1%
16%
13% 12%
11%
8% 8%
6% 5% 4% 3%
0%
5%
10%
15%
20%
25%
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Active mobile subscriber growth
Developed Developing
0.8 0.8 0.8 0.9 0.9 0.9 0.9 0.9 0.9 0.9
1.5 1.7 1.9 2.1 2.3 2.5 2.7 2.8 2.9 3.0
0
1
2
3
4
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Billion
Humans that subscribe to mobile services
Developed Developing

• We draw an important distinction
between total penetration and active
subscriber penetration
• Total penetration reflects all SIM
cards (for mobiles, tablets etc), but
also counts multi-SIM owners
(common in the developing world to
save money on calls) and some people
who are registered but are only very
infrequent users of their phone
• Active subscriber penetration
reflects our estimate for the number of
people who actively subscribe to
mobile services
• This is a more representative measure
in market sizing Mobile for
Development
– Reflects potential human user base of
a service
– Overlay population with access to a
mobile (relevant for some sectors such
as mobile learning)
41%
51%
60%
70%
80%
86%
94% 99% 104% 107% 110%
24% 27% 30% 33% 36% 39% 41% 43% 45% 46% 47%
0%
20%
40%
60%
80%
100%
120%
140%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Developing world
98% 104%108%112%118%122%126%129%131%132%134%
69% 72% 74% 75% 76% 77% 78% 78% 79% 79% 79%
0%
20%
40%
60%
80%
100%
120%
140%
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Developed world
Total connections Active subscribers
Difference due
to:
- multi SIM
ownership
- Inactive
SIMs
- Other
connected
devices
(e.g.
tablets,
dongles)
Difference
between
developing and
developed world
due to:
- Maturity of
market
- Ownership
barriers (e.g.
income levels,
cultural factors)
- Access vs.
outright
ownership

• There is considerable variation in
mobile penetration within the
developing world, although
penetration has risen fairly evenly
over the last 5 years
• Central/Eastern Europe is nearing
maturity in penetration terms, while
most other regions still have
significant headroom
• South Asia (e.g. India, Bangladesh,
Sri Lanka) and Africa are the
highest growth regions at close to
20% over the last 5 years, and we
expect these regions to continue as
growth leaders over the next 5
years, albeit at a slower pace
58%
38%
25% 29%
13%
17%
68%
52%
42% 43%
29%
33%
74%
60%
50% 48%
41% 40%
0%
20%
40%
60%
80%
100%
Central
/Eastern
Europe
Latam East
Asia/Pacific
Middle East South Asia Africa
Active mobile subscriber penetration
2007 2012 2017 (f)
Note: developing world only
3%
8%
11%
10%
19%
16%
2%
4% 4% 4%
9%
7%
0%
5%
10%
15%
20%
Central
/Eastern
Europe
Latam East
Asia/Pacific
Middle East South Asia Africa
Active subscriber growth (5 year CAGR)
2007-12 2012-17 (f)

2007 2017
Mobile penetration
Note: penetration is of active mobile subscribers (e.g. those who subscribe to mobile services)
Source: GSMA Intelligence, MDI Analysis, Google Fusion
2012

62% 63%
32%
40%
30%
20%
0%
20%
40%
60%
80%
100%
South Africa Ghana India
Active subscriber penetration
Urban
Rural
• Large coverage gap
– Cost of network roll out
– Return on investment to mobile
operator
• Shared access brings several
implications
– Augments the M4D reachable
audience
– Latent demand for mobile ownership
– Virtual SIM technology (e.g.
Movirtu)
• Multiple log ins on one phone,
each with a separate tariff (e.g.
for women who could not
otherwise own a phone)
• Mobile as a utility (for now)
– Design of M4D services
(personalised nature)
– This form of access likely to
continue in rural markets in
particular
12%
1%
50%
38%
25%
39%
14% 22%
0%
20%
40%
60%
80%
100%
Urban Rural
Active subscriber penetration, South Africa
No access to
phone
Access to shared
phone in
household
Own basic or
feature phone
Source: GSMA Intelligence, AMPS, Ghana Statistical Service, MDI Analysis

• We show here one estimate based
on data from South Africa
• If these figures are accurate and
indicative of other countries, there
are interesting implications that
arise
• Little difference in penetration
between incomes of below
$850/year up to $11,000 year ($2-
$30/day)
• Implies mobile seen more as utility
than luxury, even for those with little
disposable income
38% 41%
71%
34%
37%
20%
29%
22%
9%
0%
20%
40%
60%
80%
100%
Less than
$850
$850 to
$11,000
More than
$11,000
Annual household income (pre tax)
Active subscriber penetration, South Africa
No access to
phone
Access to shared
phone in
household
Own phone
Source: AMPS, MDI Analysis

• In Africa, call minutes are generally
higher than texts (e.g. around 3-4
minutes per day vs. 1-2 SMS)
• There is also the use of other
functions using a mobile
– P2P money transfers
– Cash ins and outs using a mobile
account
• Text-based communication should
be seen beyond just SMS
– Social networking – e.g. 5% of
African population uses Facebook,
but this goes up to 30% among
those who use the internet
– As people get even low end phones
with basic data access, social
networks likely to become more
popular mode of communication on
mobile
120 116
67
303
322
228
20 13 19
0
50
100
150
200
250
300
350
400
South
Africa
Kenya Tanzania India Thailand Malaysia
Calls and texts (per month)
Call minutes
made and
received
SMS
0.8
0.2
2.3 1.92.0
0.1
0
2
4
6
8
10
East Africa Asia Pacific
Other mobile transactions (per month)
P2P money
transfers
Airtime top ups
using mobile
money
Cash outs using
mobile money
Note: SMS data for India, Thailand, Malaysia not available for this report
Source: GSMA Wireless Intellignce, GSMA Mobile Money for the Unbanked 2011
Global Mobile Money Adoption Survey, Internet World Stats

Prepaid Contract
Term None Commit to minimum (e.g. 18, 24 months)
Customer spend Limited by size of top up (often $5 or under)
Minimum = contracted months x monthly
tariff
Maximum = minimum + overage + other
(e.g. roaming)
Barriers to acquisition
Logistical (e.g. proximity to an airtime
vendor)
SIM registration provides identity barrier
Low income
Lack of identity documents
Poor credit history
Lack of credit history
Mobile operator view
Lower customer lifetime value on airtime
fees; less willing to subsidise handsets
Limited ownership of customer
Lower data/VAS uptake
Higher customer lifetime value on airtime
fees; more willing to subsidise handsets
Better knowledge/relationship of end users
Is the dominant
structure in
Africa, Middle East, Latam, parts of Asia
(e.g. China, India)
North America, Western Europe, parts of
Asia (e.g. South Korea, Taiwan)
Source: MDI Analysis

Digital pioneers
Connected players
Fast growers
Discoverers
Contractshareofbase
Smartphone penetration
• Monetising network investment
• Data explosion and network
capacity
• Stagnation of traditional revenue
• Intelligent networks
• 4G roll out
• Growth of users generally
• Data take-up from low ARPU
• Low post-paid penetration
• 3G network roll outs
• Low cost internet ecosystems
• Strengthening customer engagement
• Network deployment and coverage
• Profitability with very low ARPU
customers
• Cost effective network coverage
• Service innovation addressing local needs
• Service innovation
• Revenue diversification
Digital pioneers and
connected players
Fast growers
Discoverers
Challenges Strategic focus
E. Asia, N. America,
Nordics, Australasia, W.
Europe
Middle East, Latam, SE
Asia, E. Europe, Russia,
China,
S. Africa
Africa, S. Asia
Note: sphere size based on population
Source: GSMA, MDI Analysis

16%
14%
11% 11%
5%
2%
-4%
3%
9%
7% 4%
2% 1% 0%
-10%
-5%
0%
5%
10%
15%
20%
Brazil China India Kenya US UK Italy
Mobile vs. economic growth
Mobile
revenue
Real GDP
• Growth of the mobile sector in many
developing countries is higher than
in mature markets given their high
economic growth and continued rise
in mobile penetration
• However, people spend much less
on mobile in developing markets, as
the vast majority of users are
prepay, making airtime costs a
higher share of income (e.g. 2-3%
on average, more for markets such
as Kenya, compared to around 1%
in developed markets)
• This ratio would be even higher
among the base of pyramid users
13
10
3 5
48
32
24
0%
2%
4%
6%
8%
10%
0
10
20
30
40
50
60
Brazil China India Kenya US UK Italy
Mobile ARPU, $
ARPU Share of income
Note: Figures are for 2011. ARPU is per month in US $
Source: GSMA Intelligence, IMF

• There is a higher concentration of market
share in developing relative to developed
markets
• However, this has mitigated in many
developing markets over the last few years
(the opposite has occurred in some notable
developed markets such as the US and
UK)
• Lower concentration generally translates
into a more competitive marketplace,
particularly by reducing prices
• In combination with several other factors
(e.g. increased network coverage, lower
handset prices), this has helped drive an
increase in mobile penetration in the
developing world
• Key for governments to understand this
virtuous circle to promote healthy
competition
0 2,000 4,000 6,000 8,000 10,000
India
US
Brazil
Germany
Indonesia
UK
Ghana
South Africa
Kenya
China
Mexico
Rwanda
Mobile operator competition (HHI)
2007 2011
HHI = sum of squared
subscriber market share
The greater the value, the
greater the concentration
of market share (generally
less competitive)

• We estimate still less than 10%
of people have a smartphone in
the developing world (nearing
50% in US/Europe)
• Smartphone penetration will
rise, but less for low income
segments
• Regional variation, especially
for smartphones
– Higher in Latam
– Lower in Africa (where the
smartphone may serve more
of a community role (e.g.
community health worker,
agricultural co-op’s) for the
time being
• By sheer size, East Asia
(dominated by China), Africa
and South Asian regions have
the most mobile subscribers
68%
52%
43% 42%
33%
29%
77%
0%
20%
40%
60%
80%
100%
Central
/Eastern
Europe
Latam Middle
East
East Asia
/Pacific
Africa South
Asia
US
/Europe
Subscribe to mobile services (penetration of
population)
Smartphone
Basic/featur
ephone
202
312
124
840
355
496
0
200
400
600
800
1,000
Central
/Eastern
Europe
Latam Middle
East
East
Asia/Pacific
Africa South Asia
Million
Subscribe to mobile services
Smartphone
Basic/feature
phone
Note: figures are estimated for 2012
Source: MDI estimates based on GSMA Intelligence, Strategy Analytics

1.3
2.3
3.0
24%
39%
47%
0%
10%
20%
30%
40%
50%
0
1
2
3
4
5
2007 2012 2017
Penetration
Billion
Mobile in the developing world
Active subscribers Penetration
Mobile penetration will continue to
inexorably rise, but…
The shape and dynamics are more
fluid, particularly in terms of the
impact on lives of the base of
pyramid versus the mass market
1. Networks and coverage
Investment
Coverage expansion (urban to
rural)
Key influencing factors
2. Handset utility and
access to data
3. Income growth
Handset range
Handset price
Innovation in access to data
Subsidies
GDP growth
Growth in GDP per capita

• 2G coverage is generally much more widespread than
3G in developing markets (average 2G coverage is
around 95% of population, with 3G often below 70%)
• 3G coverage is growing, but there remains a sizeable
urban-rural coverage gap due to roll out costs
Network coverage, Kenya (Safaricom)
Source: Safaricom , GSMA Intelligence, MDI analysis
0%
20%
40%
60%
80%
100%
0% 20% 40% 60% 80% 100%
3Gcoverage(population)
Population living in urban area
3G network coverage
India
Would rely on
network
expansion to
rural areas

85%
50%
2%
90% 90%
60%
0%
20%
40%
60%
80%
100%
2G 3G 4G LTE
Network coverage - APAC
2011 2017 (f)
Source: Ericsson, MDI Analysis
• Coverage will continue to increase, especially
for 3G
• But what does this really mean?
• Handsets can access data on 2G networks (via
GPRS), but the capacity (e.g. number of people
using data) is less than 3G
• For the Base of Pyramid and other lower income
segments, 2G coverage is sufficient to enable
further rises in mobile penetration and even data
use
• 3G coverage is a leading factor for higher
intensity smartphone penetration (e.g. watching
video) – in other words, what people do on a
phone, not supporting whether they can own a
phone

• Mobile networks transfer data over radio
spectrum, while fixed broadband
networks transfer data via copper or fibre
optic
• This means the data economics are more
challenging using mobile
• Currently, this is not a problem because
most people in developing markets use
featurephones, which use less data than
smartphones, and much less than a home
broadband connection
• However, as more people use data that
networks have to absorb, the cost of data
to consumers may rise, with more
stringent usage caps also a possibility
• Usage caps are more likely to impact mid
and high end users, with price rises
impacting mid and lower income
segments
Source: Enders Analysis, MDI analysis
0 2 3 5 6 8 9 11 12 14 15 17 18 20Networkcostpermonth
Data traffic (GB)
Network costs of data traffic
Mobile Fixed broadband
Average home
broadband usage
Average mobile
data usage

• Lack of reliable coverage in rural areas
is partly because many network sites
are off the electricity grid
• For these areas, mobile operators can
either power sites using a diesel
generator or alternative means
• Green Power increasingly used in sub
Saharan Africa (e.g. Kenya)
– Requires capex commitment from the
MNO, but is a cheaper power source
than diesel in the long run (ROI 2-
3years)
– Number of green sites steadily
increasing
– Infill solution to increase rural coverage
• Smaller, but more limited, infill
possibilities include IP-based
connections (e.g. Range Networks)
90%
69%
59%
10%
31%
41%
Kenya
Tanzania
Uganda
Network sites on the electricity grid
On grid
Off grid
28%
31%
40%
60%
65%
58%
12%
4%
3%
Kenya
Tanzania
Uganda
Power solution for off grid sites
24x7 DG
DG-battery
hybrid
Green Power
Note: DG = diesel generator. Data as of September 2012
Source: GSMA Green Power for Mobile, Range Networks, MDI Analysis

1. Power from BTS infrastructure
• (i) Outsource power solution to ESCo who
sells community energy services or
• (ii) Sell power from over-capacity of BTS
power equipment
• Examples: OMC Power, Desi Power,
Applied Solar Technologies (AST)
2. CPM from retail distribution network
• Leveraging extensive rural sales dealer/ retail network for distribution or
sale of charging/ lighting devices through commercial partnerships
• Examples: Fenix International and MTN Uganda, Nokero, Azuri
Technologies
3. Power with payment technology
• Opportunity for micro e-payments: high
volumes of small payments for off-grid
domestic and small business energy
• Examples: m-Kopa, Mobisol
Potential impact on mobile ARPU for off-grid customers is 14%+
Source: Digicell, GSMA Mobile Enabled Community Services

• Smartphones are still less than a third of
handset sales in most emerging markets, with
featurephones (e.g. Nokia, Samsung models)
dominant
• Android is by far the largest smartphone
platform; it now takes a quarter of all handset
sales in Latin America and nearly 15% in the
Middle East and Africa
• Android has particular advantages for
developers compared to other platforms
– Lower cost devices in the ecosystem
– Larger audience
– Open source (more flexible)
• Convergence: Android with featurephones
Note: ASP (Average Selling Price) and sales share for Q3 2012
Source: Strategy Analytics, company websites, MDI Analysis
605
266 226
337 312
223 215
65
0
100
200
300
400
500
600
700
Handset ASP ($, wholesale)
43%
14%
24%
24%
29%
78%
67%
0%
20%
40%
60%
80%
100%
US MEA Latam
Handset sales share
Featurephone
Other
smartphone
BlackBerry
iPhone
Android
Android

• There is now a convergence between
smartphones at the low end and
featurephones at the high end on price and
functionality
• Important implications:
– As prices fall, smartphones open to wider
audience, with potential for richer experience
– However, cheaper smartphones may
compromise on quality (e.g. build, battery
power – problematic for rural areas)
– In time, smartphone adoption will rise even
among lower income segments
– Over short to medium term, featurephones
likely to remain the dominant handset type in
most developing countries
• Reliable phones for voice calls and SMS
• Potential for enhanced experience using
data
iPhone 4S
(smartphone)
X100 (China)
(smartphone)
Nokia Asha 305
(featurephone)
OS iOS 5 Android 2.3 Series 40
Screen Touch Touch Touch
Price ($,
wholesale)
$500 $99 $60-90
Camera
(MP)
8 5 2
Processin
g power
(MHz)
1,000 650 1,000
Note: prices indicative, as of January 2013
Source: Strategy Analytics, company websites, MDI Analysis

• The developing world accounts for a
majority of handset sales but a
minority of subsidy (portion of handset
cost paid for by mobile operator)
• This is because most people using a
mobile phone in the developing world
do so on a prepaid plan (which
operators generally do not subsidise)
• The economics governing customer
lifetime value mean that this is
unlikely to change over the next 2-3
years
• This means that the mobile
community (operators and others) are
looking at new ways of enhancing the
experience of lower income users,
such as through innovative access to
data
Note: data is for 2011
Source: Strategy Analytics, MDI Analysis
13% 12%
43%
13%
7%
12%
54%
22%
18%
3% 3%
0%
0%
20%
40%
60%
80%
100%
North
America
Western
Europe
Asia Pacific Central and
Latin
America
Central and
Eastern
Europe
Africa
Middle East
Global share of handset subsidies
Handset sales
Handset subsidy

• Google Free Zone
• Free internet access for Google search, Gmail, Google+.
Further browsing is charged
• Trials in Philippines, South Africa, Indonesia from
November 2012, full roll-out pending success of trials
• Facebook Zero, Wikipedia Zero
• Free access to these sites on mobile internet
• Key implications:
• Designed for basic and featurephones (e.g. majority of
mobile users in emerging markets)
• Data into the hands of lower income groups
• Content creation (see slide 31, ‘Implications for user
engagement’)
Internet (OTT) players
Mobile operators
Smart
phone
Feature
phone
Likelihoodofusing
data
Handset cost
Target audience
• Google
• Opera Mini
• Mozilla
• Hybrid data plans
- Prepay element: customer caps spend on data
each month
- Contract element: commitment term
- Avoids barriers to contract (e.g. proof of identity)
- Operators more willing to subsidise handsets
(featurephones or smartphones)
Source: Google, Opera Software, Facebook, Wikipedia, mobile operator websites, MDI Analysis
Bubble size = penetration

9%
5%
4% 4%
2%
1%
0%
-1%
8%
5% 5%
4%
3% 3% 2% 2%
-5%
0%
5%
10%
China India Indonesia Nigeria Brazil South Africa US UK
Income per capita growth (CAGR)
2007-12 2012-17 (f)
• The last 5 years have brought about
significant growth in the income per
capita in many emerging markets,
while this has broadly stagnated in
developed countries
• We must caution the likely skew
from higher income groups
• The proportion of the population in
the BoP has been falling (and will
likely have continued falling since
2008), although there is significant
regional variation
• To the extent this decline continues,
combined with declines in the cost
of mobile ownership, this will be an
additional driver for mobile
penetration and, in middle income
groups, upgrades to smartphones
Source: IMF (income per capita), World Bank (Base of Pyramid), MDI
Analysis
22%
52%
77% 76%
17%
39%
73% 74%
12%
33%
71% 69%
0%
20%
40%
60%
80%
100%
Latam East Asia/Pacific South Asia Africa
Base of Pyramid (under $2/day)
2002 2006 2008

• As mobile penetration rises, we expect
growth in user generated content to follow
• This is already being seen with mobile
activity on Wikipedia…
– Orange Kenya: 87% growth in mobile
Wikipedia page views in 4 months to October
2012, following launch of Wikipedia Zero
(growth for rest of Kenya of -7%)
– Orange Niger: 77% growth on the same basis
(6% growth for the rest of Niger)
• …and Twitter
– 57% of tweets from Africa come from a mobile
– Local content is key: 68% of twitter users get
news through the platform, 22% search for
jobs
• …and high growth in use of the mobile
version of the Opera Mini browser in Africa
(mainly featurephones)
184%
83%
47% 41% 35%
216%
99%
83%
32% 30%
0%
50%
100%
150%
200%
250%
Ethiopia Ghana Kenya Nigeria South
Africa
Growth in Opera Mini use in Africa
Users
Data usage
Content creation on mobile Mobile
ownership
Growth in content
creation on
mobile
Note: Opera Mini figures are for the 12 months to March 2012
Source: Opera Software, Wikimedia, Portland Communications, MDI Analysis
Time

M4D is growing: there are now over 800 live mobile-enabled
products and services in the developing world, with growth
having accelerated over the last 3 years. There are also
interesting geographic distributions: mobile money in Africa,
learning/education in Asia, with health and agriculture more
balanced
The need for scale: while the number of M4D services
continues to rise, there remains a general lack of scale
achieved (with some exceptions, such as in the mobile money
sector). The drive for social impact must be balanced by the
need for scale (social impact is desirable, but must be
sustainable)
Emergence of new business models: as new sectors in the
M4D space have emerged since 2009, so too have new
business models. Donor funding remains the most common
model in mHealth, but others drawing revenue from
consumers or business (e.g. using B2C, B2B and B2B2C) are
used in the money, learning and entrepreneurship sectors in
particular
Diversification likely to continue: while some sectors have
established clearly defined business models that are unlikely
to change (e.g. mobile money, where mobile operators make
money on transaction volume), others are still evolving (e.g.
an increasing focus on B2B in the mobile entrepreneurship
sector)
SMS remains dominant, but new technologies are
emerging: 67% of M4D services use SMS as an access
medium, its popularity having increased since 2009. USSD
also remains popular, with the use of the mobile web and apps
on the rise
Balance basic functionality with growing data adoption:
SMS likely to remain a ubiquitous delivery medium given its
ease of use, but M4D services designed to run via the mobile
internet, through apps, or be hosted in the cloud are likely to
increase, particularly in sectors focused on interactive content
and P2P (e.g. mLearning and entrepreneurship)

0
200
400
600
800
1000
0
50
100
150
200
250
Pre 2005 2005 2006 2007 2008 2009 2010 2011
Cumulativelaunches
Launchesperyear
Timeline of launches
Entrepreneur
Learning
Agriculture
Health
Money
• Strong growth in the number of M4D services launched over the last 3 years
• Crucial to consider scale of each sector, not just the number of services or projects
Note: figures based only on mobile-enabled products and services in developing world tracked by GSMA (including
those merged/closed)
Excludes services in pipeline with an impending launch

0
100
200
300
400
500
600
Money Health Agriculture Learning Entrepreneurship
Live deployments
Central/Eastern
Europe
Oceania
Africa
Latam
Asia
• We show below the geographical distribution of live M4D services in the developing world tracked
by the GSMA
• Mobile money has a concentration in Africa, learning and education in Asia, while health and
agriculture are more evenly split between these two regions
Note: figures based only on mobile-enabled products and services in developing world tracked by GSMA
As of September 2012; excludes services in pipeline with an impending launch

Our work so far…
Current GSMA resources Further research definitions Analysis initial findings
Over
800 M4D
services
tracked
Augmenting
research
Analysis
Findings
Business model
•Where will the service
generate revenue from?
•Consumer
•Donor
•Business
•Open Source
•Government
•Advertising
Device
•What type of device is the
service aimed at?
•Basic phone (e.g.,
•Feature phone (e.g.,
•Smart phone (e.g.,
•PC/ laptop
•Tablet
•Other
Delivery technology
•What mobile delivery
technology will the service
utilise?
•Native Voice
•IVR
•SMS
•USSD
•Text-to-Audio
•Web
•Apps
•WAP
Enablers
•What kind of products and
services are being offered?
•Interactive content
•Push content
•Payments
•Peer to Peer
•Data Collection
•Call Centre
•Inventory management

• Simple voice call to a trained human content providerCall Centre
• Content based services that users can access by
querying a central database
• May be delivered via IVR, SMS, USSD, app, WAP, etc.
Interactive
content
• Social networks and posting systems, users create and
access content
• Wide range of delivery mechanisms, even including voice
Peer to peer
content
• Content pushed out (one way) via voice message or SMS
• May be “broadcast” or “narrowcast” (customised by
location / user profile)
Push content
• Create customised surveys and send them to
fieldworkers’ mobiles
Data
collection
• Supply chain management and stock ordering tools
• Product security / validation tools
Inventory
management
• Mobile wallets, payment gateways and a wide range of
payment based servicesPayments
• Rolled out as a value added service (VAS) by an MNO
• While it may not earn revenue from customer directly,
VAS designed to drive new customer uptake/ reduce
customer churn.
Consumer
(MNO led)
• Revenue generated directly by end user
• e.g. subscription, one off mobile money payment
Consumer
(non MNO led)
• Businesses targeted by service to generate revenue
• Generally supports internal business processes (e.g.
Inventory management), or core business services (e.g.,
recruitment)
Business
• Revenue generated from advertising delivered through
service itselfAdvertising
• Primary funding comes from governmentGovernment
• Service based around open source software/framework
• Value derived from external parties adopting serviceOpen Source
• Primary funding comes from donor organisations, usually
in a lump sum grantDonor
Product/service type

Financial
inclusion
•Money transfer
•Airtime and
prepaid services
•Bill payment
•Bank account
management
•Micro-credit
•Micro-savings
•Micro-insurance
•Corporate
payments
•Mobile commerce
•Social payments
Health
•Health education
and promotion
•Reminders for
patients to take
medicines
•Remote patient
monitoring and
diagnosis
•Healthcare micro-
payments
•Data collection
tools for health
workers
•Health worker
training and
capacity building
•Medical supply
chain optimisation
•Drug verification
•Specialised
medical devices
Agriculture
•Helplines for
advice and trading
assistance
•Broadcast and
narrowcast advice
and weather
updates
•Crop insurance
and agricultural
financial services
•Fair trade
compliance tools
•Weather
monitoring on
base stations
•Agricultural supply
chain
management
tools
Learning
•Literacy and
numeracy
•Financial literacy
•Technology
literacy
•Language
learning
•Workforce training
•Entrepreneurial
skills and career
development
•Job advice and
connection
•Teacher training
and support
•Classroom tools
and resources
Entrepreneurship
•Business advice
helplines
•Job posting and
trading platforms
•Training and skills
development
•Store / SME
management
tools
•Inventory ordering
and management
tools
Corporate
NGO use
•Prepaid airtime
vending systems
•Surveying tools
•Fieldworker
communications
tools
•Crisis monitoring
tools
•Supply chain
management
tools
•ICT training
resources for
small
organisations

• Offers basic voice services (telephony/voice
mail), SMS and USSD based services.
Basic
phone
• Basic phone features plus…
• Internet enabled, supports transmission of
picture messages downloading music, built-in
camera
Feature
phone
• Feature phone features plus…
• graphical interfaces and touchscreen capability,
built-in Wi-Fi, and GPS (global positioning
system)
Smart
phone
• Personal desktop computer, or laptop. Typically
running Windows, or maybe Linux OS.PC/laptop
• Smart phone features plus…
• Larger screen, increased computing power, front
and rear facing cameras, extra ports (e.g., USB)
Tablet
• A “catch all” for devices not included in the
above
• E.g., modems, Personal digital assistance
(PDA), etc.
Other
• Basic telephony services, with voice delivered
over a mobile networkVoice
• Interactive voice response, allows a computer
to interact with humans through voice
recognition navigation and DTMF tones via
keypad
IVR
• Short Messaging Service, allows exchange of
short text messages between mobile
phone devices
SMS
• Unstructured Supplementary Service Data. A
synchronous message service creating a real-
time M2P connection allowing a two-way
exchange of data, mostly through menu
structures
USSD
• Computer or handset based service that
generates speech using text input
Text-to-
Speech
• A system of interlinked hypertext documents
accessed via the Internet; also accessible via
enabled mobile devices
Web
• a software application designed to run on mobile
devices. (typically smartphones, and tablet
computers)
Apps
• Wireless Application Protocol for accessing
information over mobile network. WAP browsers
typically found on older feature phones.
WAP
Delivery technology

Voice
Messaging
Browsing
Apps
Interactive Voice Response (IVR)
SMS
USSD
MMS
WAP
Web
Embedded
Java (J2ME)
Android
Basic Feature Smart
Phone type
Examples
BBC WST Janala
(Bangladesh)
Manobi Agriculture (Senegal)
HIV-911 (South Africa)
mDhil (India)
Esoko (Africa)
Kantoo English (Chile)
Infonet Biovision (Kenya)
Nokia Life Tools (India,
Indonesia)
Tata Telecom m-Krishi (India)
Popularaccesstechnologies

• Just under half of m-
services across all
sectors sell a product or
service to consumers
• Donor-based funding
accounts for a similar
share, but this is heavily
skewed by the mHealth
sector
• This has changed over
the last 3 years, with
newer projects less
reliant on donor funding
and more on a
consumer-based
business model
45%
42%
36%
13%
10%
5%
1%
0%
20%
40%
60%
Consumer
(non MNO)
Donor Consumer
(MNO)
Business Open source Government Advertising
Business model of mobile services
Note: services often use more than one funding model, so percentages will add up to more than
100%
74%
11%
25%
34%
53%
66%
0%
20%
40%
60%
80%
100%
Donor Consumer (non MNO) Non donor/government
Launch year
How m-services are funded
Pre 2009
2009-12

Consumer (non
MNO) 138 96 37 96 9 376
Donor
0 287 21 35 4 346
Consumer (MNO)
124 112 6 57 4 302
Business
5 64 15 9 19 111
Open source
0 80 2 0 0 82
Government
0 32 2 4 0 38
Advertising
5 0 0 4 2 11
Mobile money services are
most likely to be funded at
least partly through consumer
revenue
Heatmaps are used to compare
sectors on a given factor (here,
business model) or to look at
change in a sector over time
The shading is based on
the frequency of a given
category
Emerging entrepreneurship
services have a B2B focus, with
applications in e-commerce,
logistics and inventory
management
Advertising is not yet widely used
- Developing market MNOs and
VAS suppliers do no yet have
advertising capability built in to
their networks
- Not yet defined end user market

Pre 2009
• Here we look at the popularity of different
business models for M4D services that
launched before 2009 vs. after 2009
• There has been a shift to use different business
models M4D sector over the last 3 years
(evident in health sector)
– Increase in end-user pay
– Increase in m-services offered as part of wider
suite of services from a mobile operator
– On average, less reliance on donor funding
• On the other hand, m-services focused on
entrepreneurship have consolidated around a
B2B model (e.g. job advertising platforms, e-
commerce)
2009-12
Health EE Total
Consumer (non MNO) 0 3 25
Donor 159 2 167
Consumer (MNO) 16 1 22
Business 16 4 24
Open source 32 0 32
Government 32 0 34
Advertising 0 0 4
Health EE Total
Consumer (non MNO) 48 4 274
Donor 127 1 178
Consumer (MNO) 48 1 218
Business 48 11 75
Open source 48 0 48
Government 0 0 0
Advertising 0 2 7

• Basic and featurephones
remain by far the most
common devices for m-
services use
• Smartphones are targeted by
a third of m-services – most
popular in mLearning and
mEntrepreneurship
• SMS and its text-based
cousin, USSD, are the most
popular delivery modes
• This owes to their nature of
being ubiquitous technologies
in the mobile world (making
them cheap to deploy and
available on any handset)
and ease of usea
19%
6%
67%
40%
2%
34%
24%
8%
0%
20%
40%
60%
80%
100%
Voice IVR SMS USSD Text
-to-
Audio
Web Apps WAP
85%
33% 31%
9% 10%
0%
20%
40%
60%
80%
100%
Basic or
featurephone
Smartphone PC Tablet Other
Device for service use
Delivery technology
Voice Text
Web or
browser
Note: services can be designed for multiple devices or technologies, so percentages will add up to more than
100%

Native Voice 0 143 7 0 5 156
IVR 0 16 17 13 2 48
SMS 133 287 37 83 16 557
USSD 133 159 17 17 4 331
WAP 5 32 6 13 8 63
Web 23 175 26 44 17 285
Apps 9 127 15 39 12 203
Traditional voice calls still used in
mHealth (e.g. to seek medical
advice), though not in other sectors
SMS is the most popular way
to deliver an M4D service to
the end user across all sectors
USSD-based services also
widely used, but most
concentrated for mobile
money
Services using the mobile web
popular in the entrepreneurship
sector (e.g. location-based
services)

• More m-services are now being designed for use on a smartphone (health, learning and
entrepreneurship services in particular), although SMS remains the most commonly used mobile
technology to deliver m-services despite this
• On the other hand, fewer services are launching using traditional voice, although this is likely due
to the complexity and cost of such services rather than its effectiveness
65%
25% 23%
77%
20%
76%
52%
13%
85%
38%
0%
20%
40%
60%
80%
100%
SMS USSD Native voice Featurephone Smartphones
Launch year
m-services delivered via…
Pre 2009
2009-12

43%
31% 29%
20%
16%
14%
3%
0%
20%
40%
60%
Push content Data collection Interactive
content
Payments P2P content Call centre Inventory
management
M4D service function
• The product/service type (enabler) looks at the function the service is actually performing
regardless of the vertical sector – in this way, it is a horizontal way of looking at M4D
• The wide use of push content is mainly driven by SMS-based services in the health, agriculture
and learning sectors
• Other horizontals are more specific (e.g. data collection for mHealth services, payments in mobile
money, inventory management in entrepreneurship services)

Interactive content
5 127 22 83 6 243
Push content
5 255 28 70 1 358
Payments
138 16 6 0 7 167
P2P
0 96 13 13 15 137
Data collection
5 239 4 9 0 256
Call centre
0 112 6 0 1 118
Inventory
management
0 16 6 0 6 28
Call centre generally found in the health
sector (as with traditional voice)
Intuitively it would also suit mobile agriculture
services, though cost and complexity may
reduce its popularity in this vertical
Interactive content plays
well into languages (often
English) and other
educational materials
Push and interactive content
(mainly through SMS, USSD) can
be used to deliver weather alerts,
soil agronomy information and crop
prices

• Most scaled of all mobile for development
verticals
• Polarised: few big players, long tail
• Concentration of activity in East Africa
• Even excluding industry champion m-
Pesa, region accounts for around 50% of
m-money transactions worldwide*
• Opportunity for increased scale
• Emerging presence of large equipment
vendors (Ericsson, Huawei)
• 2.5bn unbanked, of which 1bn have mobile
• Potential for re-use
• Payment as the common denominator
• e.g. m-Kopa (solar lighting)
0
5
10
15
20
Millioncustomers
Services
Mobile money – registered customers
Note: registered customers exclude Safaricom (m-Pesa)
*June 2011, excludes Globe
Source: GSMA Mobile Money for the Unbanked, 2011 Global Mobile Money Adoption Survey
60m registered
customer
accounts
Around 20% of
services with 1m
registered customers
As of June 2011…
Challenges
Operational hurdles
• Distribution, including agent
liquidity
• Market segmentation
• Customer activation
• Fraud risk management
Regulatory barriers
• Onerous customer
registration / KYC
• Licensing requirements
• E-money
• Agent regulation
Inadequate investment
• Margin pressures on core
business
• Lack of proof points
Learning gaps
• New products i.e. Savings
• Greater efficiency to reduce
cost

Note: registered customers exclude Safaricom (m-Pesa)
Source: GSMA Mobile Money for the Unbanked, 2011 Global Mobile Money Adoption Survey

• Provides Pay-as-you-go solar
solution, allowing users to pay
KES40 per day via their m-Pesa
account to use system for lighting
and mobile charging.
• Partnered with Safaricom,
leveraging its 45,000 agent
network in Kenya
• Available at more than 80
locations in Kenya.
Launched: 2011
Backed by: Various
donors and investors
Target markets: Kenya
M-KOPA
• Canonical mobile money
payment system: send, receive,
pay
• Largely rural Bangladeshi
market presents opportunity:
15% formal banking
penetration, over 50% mobile
penetration
• Service seeing high growth
• Available through over 28,000
agents
Launched: 2011
Backed by: BRAC
Bank
Target markets:
Bangladesh
bKash Limited
Source: bKash, m-Kopa, MDI Analysis

• Largest development vertical by number of
organisations
• High multiplicity and lack of scale identified as
key challenges
– Surplus of pilots (‘pilotitis’) and local impact
– Lack of exit strategy for donors
– MNO’s not used effectively
• Opportunities
– Move to a linear value chain
– Demonstrable value drivers for MNOs (e.g.
ROI, churn reduction) and health industry
– Advocate policy and legislative support (e.g.
ITU/WHO Oct 2012 – build on current
projects, form public/private/NGO
partnerships)
– Facilitate/broker public private partnerships
and secure long term investment
– Drive down cost through tax and other
incentives for MNOs
74%
34%
83%
53%
0%
20%
40%
60%
80%
100%
Pre 2009 2009-12
Use of donor funding
All sectors
Health
Challenges
Fragmentation
• Reduces sustainability
(recent GSMA study of
almost 700 services
showed multiple overlap of
services in countries and
regions)
Scale
• Not achieved in 95% of
solutions – limited reach of
services
• MNO assets not being
leveraged effectively
Replication
• Without adequate proof
points/data, replication is
not happening
No linear value chain
• No “shared value proposition”
being demonstrated by either
mobile or health sector with clear
understanding of each-other’s
value drivers (impact indicators)
Source: GSMA mHealth program, MDI Analysis

• Uses mobile to monitor
pregnancy using ultrasound,
identify danger signs, pay for
emergency transportation, and
communicate with the referral
facility
• Brings together healthcare
professionals, NGOs,
pharmaceutical/insurance
companies, state government
• Over 500 birth attendants trained,
over 20,000 pregnant women
registered
Launched: 2011
Backed by: Etisalat,
Qualcomm, D-Tree
International and
Great Connection Inc
Target markets: Africa
Etisalat Mobile Baby
• Open source mHealth software
project
• Provides underlying application
framework for a diverse range
of mHealth solutions
• Enables solutions to be
developed more quickly and
cost-effectively with fewer
technical resources
• Allows data sharing across
different deployments of the
software
Launched: 2010
Backed by: Grameen
Foundation
Target markets: Health
initiatives anywhere
in developing word
(e.g., Africa, India)
Motech
Source: Motech, Etisalat, MDI Analysis

• Polarised sector – few services with large
base (1m users), long tail
• Opportunities for scale
– Penetrate untapped rural market and
‘unconnected’ rural customers
– Identifiable business case for mobile
operators: MNOs are keen to launch
services for rural sector to increase
customers and brand loyalty while
reducing churn
– Strong focus from international
community to invest in agriculture via
ICT: food security, climate change,
large addressable market
• Strong potential for overlap with other
sectors
• Financial services for rural sector
(loans, insurance and savings)
• Learning – training, advisory
• Health – delivery of content via mobile
shares elements
• Utilities M2M (e.g. irrigation pumps
controlled by mobile tech)
17%
27%
1%
52% 56%
2%
20%
30%
85%
0%
20%
40%
60%
80%
100%
India Ghana Germany
Mobile agriculture opportunity
Agriculture %
GDP
% labor in
agriculture
Rural mobile
phone
ownership
Source: CIA World Factbook, World Bank, GSMA mAgriculture program, MDI Analysis
Challenges
Business model
• Price sensitive customers
(majority smallholder
farmers)
• Proof points
• Many services, few with
scale
Mobile operators
• Few MNO-led mAgri
services
Content
• Lack of content
providers
• Illiteracy, technical
illiteracy
• Consumer education

• Penetrates untapped rural
markets by integrating
thousands of smallholder
farmers with exporters in larger
markets
• Focuses on international
regulatory environment by
aiding farmers compliance with
food standards, traceability of
goods, etc.
• Uses sophisticated ‘virtual farm’
concept, linking farmers to
exporters via database.
Launched: 2012
Backed by: Syngenta
Foundation
Target markets:
Africa, Asia, Latam
Farmforce
• Agricultural web and mobile
based service for market
prices, advisory, jobs, and
more
• Agriculture ministry uses
service for policy
announcements
• Long term investment for
China Mobile: focus on
financial viability for farmers,
not pure profit for MNO
(service only USD 6 a year
for farmers)
• Over 40 million users
Launched: 2010
Backed by: China
Mobile
Target markets:
China
Nong Xin Tong
Source: Farmforce, China Mobile, MDI Analysis

• Interactive content is primary form of
product/service for this vertical
• Business models hard to prove and make
sustainable
• Needs more government regulatory
support
• Opportunities for scale
– Highly desirable service in emerging
markets, which currently consumes
around ¼ of family income in many low
income households
– Strong focus from international
community to invest in education
access (e.g., MDG2)
• Strong potential for overlap with other
sectors
• In terms of strategic knowledge
partnerships, disseminating knowledge
from other sectors
• Content management systems and
other interactive content services in
other verticals
Source: TIME Mobility Poll – Qualcomm – 2012, GSMA mLearning program, MDI Analysis
Challenges
Regulatory
• Education and ICT policies
to distinguish educational
content from other VAS
• Policies required to
accelerate ICT enhanced
learning/training
Mobile operators
• Proving/pitching
business case of
educational content to
MNOs
• Appropriate revenue
share agreements with
MNOs
Content and training
• Generating content to
suit diversity of end-
users (language
diversity, literacy levels,
etc)
• Human resource
capacity
• Appropriate training
lacking
92% 91% 90% 90% 87%
82%
73%
69%
0%
20%
40%
60%
80%
100%
Indonesia S. Africa China Brazil India Korea USA UK
Believe mobile technology important to
learning and education

• Provides a range services
covering Agriculture, Education
and Entertainment targeted at
both urban and rural consumers
• Established over 90 knowledge
partnerships across the four
active countries
• Offered in 12 of India’s official
languages alone
• Over 90 million users
Launched: 2008
Backed by: Nokia
Target markets: India,
Indonesia, China,
Nigeria
Nokia Life Tools
• Short stories and classic
literature are published on
mobile phones (MXit and on a
mobisite)
• Users can comment, enter
writing competitions, review
stories
• Stories found in English,
Afrikaans and isiXhosa
• 470,000 complete reads of
stories and poems; 47,000
comments
Launched: 2010
Backed by:
Shuttleworth
Foundation
Target markets: South
Africa, Kenya
Yoza Cellphone Stories
Source: Nokia, Yoza, MDI Analysis

• An up-and-coming vertical, with many new
services emerging
• Mobile money is a critical enabler to many
services
• Services tracked by GSMA are more likely to
be delivered using mobile web, and offer B2B
services
• High impact potential; in places such as
Nigeria, Egypt, and Indonesia, micro-
entrepreneurs estimated to generate up to 38
% of GDP*
• Opportunity for increased scale
• Maturing mobile money markets
• Strong focus from international community
on job creation in emerging markets
• Supporting businesses in multiple sectors
(e.g. agriculture, education, health)
• Well positioned to benefit from natural
‘willingness to pay’ from businesses
*Booz Co., “Mobile Value Added Services” 2012
Source: TIME Mobility Poll – Qualcomm – 2012, MDI Analysis
Challenges
Regulatory barriers
• Barriers inherited from mobile
money sector
• Little knowledge of regulatory
framework
• Tax and investment policies
that impede innovation
• Company registration
expenses and licensing
requirements
Operational
• Assistance with
customer
relationship
management
• Marketing
• Market data
• Training and
mentorship
Investment
• Access to credit
capital
• Low costs to afford
loans and business
services
• Information about
investment
opportunities
98% 96% 96% 94% 93% 92% 88% 87%
0%
20%
40%
60%
80%
100%
Indonesia India S. Africa China Brazil Korea UK USA
Believe mobile technology important to
entrepreneurship

• Service connecting job-
seekers with employers via
mobile
• Over 20 leading aid agencies
actively use AidLink services
to get key information to and
from communities in crisis
• In Palestine currently serves
close to 10,000 job seekers in
a given month
Launched: 2006
Backed by: The
Synergos Institute,
The King Abdullah II
Fund for
Development
Target markets:
Africa, Asia, Latam,
Caribbean
Souktel
• A tablet and barcode scanner
system for shopkeepers: can
register transactions, get useful
metrics, charge credit cards
• Data fuels Tiendatek Data: a
marketing analytics tool used by
companies like Unilever and
Bimbo
• System integrates with payment
providers, mobile operators,
hardware providers, integrators,
banks, consumer-goods
companies and shopkeeper
associations
Launched: 2008
Backed by: Frogtek
Target markets:
Mexico, Colombia
Tiendatek
Source: Souktel, Frogtek, MDI Analysis

Barriers to scale are multi faceted: scale is driven by a
number of factors related both to an organisation and the
wider sector. Across the M4D sector, the most important are
the presence of defined value chains, sustainable business
models, and market visibility
It takes an industry: there is growing recognition among
service providers, donors and impact investors of these
barriers and the need to collaborate as a sector to overcome
them. Partnerships with mobile operators have and will
continue to play a key role
An important distinction: it is important to distinguish
between a true platform, a framework and a bespoke service.
Platforms (e.g. Linux, iOS, Android) are generic and can
accommodate a range of applications or services.
Frameworks (e.g. Fundamo, Frontline SMS) are less generic
than platforms, but provide many re-usable tools for others to
use in M4D services. Bespoke M4D services are the least
generic and are generally designed for one sector in one
country
In the M4D sector, bespoke services are most common,
followed by frameworks, with true platforms generally
controlled by global TMT firms (with or without direct interests
in M4D). We believe frameworks present the best route to
scale, and warrant investment
Re-use of frameworks: the potential to re-use a service or
the infrastructure underpinning it is a trade-off between how
generic it is, technical complexity and cost to intervene. In
general, the more generic and less costly/complex, the greater
the potential for re-use
Platforms are most generic but they are also most expensive
and complex. Bespoke services are more accessible but also
less generic. Frameworks strike a balance, and it is here
where we see examples both of services being directly re-
used across sectors and countries (e.g. Ushahidi, Motech)
and of services connecting to an existing framework originally
designed for a different sector (e.g. m-Kopa) happening in the
field today
Mobile money stands out: the mobile money sector has the
most defined value chain, including a layer for vendors (e.g.
Fundamo, Comviva) providing the underlying frameworks the
services are built on
Fewer players, larger scale: most mobile money services sit
on top of a framework developed and owned by one of a
relatively small number of vendors (e.g. 5-10 worldwide). In
general, services in other M4D sectors are bespoke, and often
duplicate other services in the same country

Operating system Delivery Product/service
(what does it do?)
Functional nature
• Smartphone
– iOS
– Android
– BlackBerry
– Windows
– Symbian
• Featurephone
– Nokia Series 40
– Samsung/LG
proprietary
– Other
• Basic handsets
– Many
– Proprietary OS
• Text-based
– SMS
– USSD
• STK
• Voice (e.g. IVR)
• Data
• Combination of
these modes
• Temporal
• Communication type
• Transactional
• Public
• Community vs.
individual
• Location-based
• Identity-based
• Application level
– Call centre
– Interactive content
– Peer-to-peer
– Push content
– Data collection
– Inventory
management
– Payments

• In the mobile space the term “platform” can
currently be used to mean:
• iOS, Android, Linux,…
• pieces of open source software with public
APIs…
• or simply mobile services that scale to reach
a large user base…
• This distinction will better enable us to landscape
existing M4D services with respect to their reuse
potential
The mobile space…
Conceptual breakdown
Something
that can be
built on top of
reused Further
technical
conditions
e.g., requires
APIs,
underlying
rules-engines
that aren’t
specific to any
one service
The
technical
definition of
a platform
(includes
iOS,
Android,
etc.)
The usage
we’re
interested in
(relevant to
scalability)
Problem
• This use of the term doesn’t sufficiently
indicate what can be reused, and in what
sorts of ways
Solution
• We propose to make the issue of reuse more
transparent by drawing a clear distinction
between platforms, frameworks, and M4D
applications

Our classification…
Closed
iOS Ushahidi Kom Kom
Open
Generic in nature, could
be used in a multitude of
different services. An
operating system, cloud,
etc.
“One off
application
built from the
“ground up”
A set of re-usable software tools
and interfaces for developing
applications
• Generic/novelty
• Longevity/evolutionary
• Enabler/developer focus
• Development tools open/closed to external developers
Fundamo
Platform Framework M4D
application
Application built on
top of a vendor
framework
Foundation Bespoke
Orange Money
Nokia
Series40

Application
Services Carbon
iOS development
framework
Angry Birds
Twitter
iPhone app
Cocoa
iOS
Platformlevel
Mapping UI
tools
inux
Ushahidi
Kanco
ushahidi
Urbanmirror
Time-line
Linux
Frameworklevel
Kom
Kom
Java
ME
Bespokeapplicationlevel
iOS Ushahidi Kom Kom
Foundation application level

Low
cost
Medium cost
High cost
Tool tool
Platform
Framework
Foundation
app
Foundation
app
Bespoke
app
Tool

Audience reach
Ability to leverage size (e.g. to form
partnerships, economies of scale and
scope)
Sustainability
Impact
With increasing scale, there is increasing…
Local Sub-national National Regional Global
Impact in M4D can and has been
achieved by small (e.g. local) and large
(e.g. regional) scale organisations
However, relatively few have achieved
sustainable impact
“We think [our impact is] probably around a $100 a farmer a year,
which is maybe 10-20% of their annual revenue.
However, the fact that impact equals scale doesn’t necessarily
follow”
Mark Davies, CEO, Esoko

Defined value chain
Fully formedUnformed Partially formed
Full ecosystem with defined
value proposition at each level
Collection of participants, but
lack of defined value
proposition
Sustainablebusiness
model
SelfreinforcingEarlystageMiddlestage
Defined customer
base, streamlined
operations, defined
cost structure,
revenue linked to
investment
Clusters and pilots,
local impact, lack
sustainable
revenue
Mobile
money
Mobile
health
Visibility
GoodPoor Modest
Taking a user-centric approach
to organisational culture and
product design also plays a key
role (see section 6)

Defined value chains with
scalable infrastructure
Sustainable business models
Visibility across markets and sectors
Lack, as opposed to multiplicity, of
frameworks underpinning M4D
services
Impact without scale
Funding models (silos, pilotitis)
Inability to harness scale of mobile
operators
Partnerships
Proven value proposition for participants
at each stage of the value chain (e.g.
M4D service provider, vendors, mobile
operators)
The need for…
Services with potential to become self
sufficient or to have funding
underpinned on long term basis
Current barriers
Knowledge of adjacent participants in the
sector and ability to partner in areas that
expand reach or value of the service
• We show below key barriers to scale in M4D
• These will be felt more by some sectors than others

13%
63% 57% 60% 63%
54%
77%
13% 20% 17% 7% 25%
10%
13% 20% 20% 30% 15%
10%
3% 3%
6%
0%
20%
40%
60%
80%
100%
Does the mobile service use a framework?
Open framework
Closed framework
Foundation M4D application
Bespoke M4D application
• The mobile money sector has the most defined value chain in M4D , helped by the presence of
vendors whose business is to design and deploy frameworks (e.g. Fundamo, Comviva, Utiba)
• The majority of mobile money services sit on a framework owned by one of a few providers (who
have relatively large scale)
• In contrast, the majority of M4D services in other sectors are bespoke, which reduces the potential for
re-use

• Criteria for impact investors moving to focus more on ensuring scalability, sustainability and innovation as opposed to
solely impact
• Willingness to accept risk provided an identifiable problem can be solved by the proposed solution, and that potential
for long term scale exists (e.g. hundreds of thousands or millions of users)
• “We don’t mind if the investment opportunity has a 90% risk of failing, if the 10% chance of success has a disruptive
impact capable of changing the market” – investor in M4D (anonymised)
A B C D E F
Scale
Time since launch of service
Reaching maturity
High risk
innovators
(many)
Mature, proven
models (few)
Low
High
Investmentrisk
Note: coloured spheres are
indicative only, and do not
correspond to hard data points
Source: Omidyar Network, MDI Analysis
Services that
scale over time
Services that do
not scale

• Funding silos can result in duplication of
services in different markets
• This is exacerbated with small pilot projects that
prioritise impact in the local area over the short
to medium term
• The result is a lack of sustainable business
models with visibility to be used across markets
or sectors, limiting scale
• Most common in mobile health sector, but also
seen in others (e.g. agriculture)
Source: mHealthAfrica.com

• As an example, the GSMA has tracked the number of mHealth services by type (e.g. wellness,
prevention etc)
– Africa alone has around 130 services, of which 66 are centered around prevention; we believe there are around
30 countries in the region with at least one mHealth service, equating to over 4 per country
– Multiplicity of services is even higher in specific segments of the health market in some countries
• For example, the GSMA tracks 18 mHealth services focused on HIV/AIDS in South Africa run by 14 separate organisations; 8
health prevention services in Uganda run by 6 separate organisations
• In some sense, this can be related to objectives – the WHO defines mHealth as the “use of mobile and
wireless technologies to support the achievement of health objectives”
mHealth services by region
Source: GSMA mHealth program, MDI Analysis

• Use of different vendors may increase cost for mobile operator, limiting roll out and slowing down
service deployment (ultimately limiting scale)
• Other difficulties can arise if…
• Need Value Added Service (VAS) provider with equipment embedded within network of the local MNO (this
holds even if the MNO is a multi-national, as often need to hold separate negotiations with country op-co’s to
launch a service in local markets)
• Use multiple VAS providers (e.g. IVR VAS and a content VAS)
• Negotiating with MNO on a business model
- If M4D service provider wants revenue share or to charge a subscription for service, must have
relationship with local MNO
MNO (group level)
Op-Co A Op-Co B Op-Co C
Vendor A (local market)
Op-Co’s use same vendor (A) if solution
available in both markets (achieve synergies
and scale)
Vendor B (local market)
Op-CO’s use different vendors (A, B) despite
same or similar solution available from one
vendor
Op-CO’s = operating company (e.g. MTN
Uganda)

Smartphone OS providers
M4D deployments (e.g.
m-health services led
by MNO)
Microsoft (Redmond, WA)
Apple (Cupertino, CA)
Google (Mountainview, CA)
BlackBerry (Waterloo, Canada) Nokia/Symbian (Espoo, Finland)
Number
Scale
Ecosystem
Number
Scale
Ecosystem
Few (5 majors)
International
Integrated
Many
(hundreds)
Local or national
Fragmented
(also hit by
funding
silos)

• Important for M4D organisations to form range of
partnerships (e.g. MNO, vendor, content)
• Mobile operators are key partners both for
connectivity and reach to the end user
• MNO-led M4D services appear most common in
sectors with more of a proven value proposition
• There is an opportunity in other sectors to develop
this
• Discussions with stakeholders suggest it is key to
understand motivations – e.g. balancing the need
for a return with the goal of social impact
70%
49%
35%
27%
Money
Learning
Health
Agriculture
M4D services led by MNOs
“Very quickly we realised that positioning the
product straight up as a business benefit made
better sense. Until now we haven’t been proven
wrong on this”
– Bhanu Potta, Nokia Life Tools
“It’s not a sector [mAgriculture] that’s represented real
value to them [MNOs] in the past. You need to
approach them in such a way as meets their business
objectives”
– Mark Davies, CEO, Esoko

Deployedin
industry
Low High
Scope for re-use (sector or geography)
Bespoke applications
(e.g. KomKom, Cell Life)
Frameworks (e.g.
Ushahidi, Motech,
Fundamo)
Platforms (e.g. iOS,
Android, Linux)
Few
Many
• Designed for specific
purpose (few generic
elements)
• Built with many generic elements
that could be re-used (e.g.
database, location engine,
language)
• Limited by need for customisability
(e.g. identity, payment platforms)
• Generic (e.g. built so that many
services/applications can plug into)
Specific Generic

Mobile phone Mobile network Application server
Opportunity for
intervention
(e.g. by donors,
impact
investors)
• High level view of key components in a phone, network and server (e.g. where an M4D service is
hosted)
• The area we are interested most in is the application layers which give a functional view of the
services being represented

• The terminal represents the mobile device
– e.g. phone, tablet, etc
• Hosts the applications principally used by
the user
• Built in apps (e.g. SMS inbox, browser)
• mAgri service sending push SMS to the
phone
• Applications downloaded by someone after
they buy a phone (e.g. BlackBerry apps)
• Diagnostic app for child illnesses used by
frontline health workers
Handset application layer
• The network represents the mobile
network – e.g. base stations,
communications
• The application layer in the network hosts
services used by the handsets
• These applications include messaging,
voice, identity and location
Network application layer

• Application layer
– Backend infrastructure that defines and realises
the mobile service
– Two parts: application and framework
– Application
• single self-contained application (bespoke -
e.g. Z on right), OR
• As an application built upon shared
resources collected in a framework (e.g.
A/B/C on right)
– Framework
• collection of resources and repositories that
can be used by multiple applications in order
function as a coherent service
• Communications
• Platform
– Underpins the entire mobile service
• Caveats
– Generic system shown, not specific to any one
M4D service
– Most frameworks themed to match a particular
need (e.g. transactional in mobile money, identity
in mobile health)

Scenario A - agricultural SMS tip service
• This is a service where a farmer would subscribe
to receiving a periodic agricultural tip over SMS
which is relevant to the crops they grow and the
location their farm is located, according to the
crop calendar/cycle
Scenario B – diagnosis app for health workers
• This is a service where frontline health workers
are issued with mobile phones capable of running
a downloaded diagnosis app on the phone. This
works with a back end server to allow the health
worker to step through a basic diagnosis tree for
infant health and recommend relevant courses of
action
• This diagram shows the touch points in the
architecture of two example mobile services.
Key:
Items used by an agricultural SMS tip service (A)
Items used by a diagnosis app for Health Workers (B)
Items used by both

• Genuine re-use
– Open frameworks (e.g. Ushahidi, Motech)
• Less resource (e.g. coding, money) to deploy an application based on an existing framework than to
create an application from scratch (e.g. weeks instead of months)
• APIs open to developers. Cost to use framework often low or zero, but may have licensing restrictions
for commercial use
• Integration
– Use of other frameworks (e.g. m-Pesa)
• Connect M4D service to a payment solution (the need to transact is a ‘common denominator’ that can
be integrated with other services)
– Utility access for rural or remote communities (see spotlight overleaf)
Biorefinery initiatives
Biorrefinaria, Brazil
(industry/environmental)
Restaurant
recommendations
FoodieFinds, South Africa
(entertainment)
River pollution
Qiantangriver, China
(environmental)
Source: Ushahidi, MDI Analysis

• Leveraging connectivity and mobile money to support Community Services
• GSM connectivity integrated to micro-utility systems can increase their resilience
– Remote monitoring of units (e.g. photovoltaic energy production, battery voltage) and early detection of failure
– User’s consumption patterns
• Micropayments can support energy access initiatives:
– The “Pay As You Go” model allows for flexibility of payments and remote transaction
– Provides consumer financing, eliminating the prohibitively high upfront costs needed to acquire equipment
– Allows to send remittances wirelessly to the mobile money account of the individuals using the micro-utility
system
Grundfos Lifelink
provides Pay-as-you-go
purified water services in
rural Kenya. The
revenue management
system allows water
service providers to
collect revenue via m-
Pesa and monitor daily
water consumption and
revenue (close to 40
sites to date)
m-Kopa provides Pay-
as-you-go solar
solution, allowing users
to pay KES40 per day
(USD0.47) via their m-
Pesa account to use
system for lighting and
mobile charging. They
have a distribution
partnership with
Safaricom, leveraging
its 45.000 agent
network in Kenya
Energy Access Clean Water Access
Source: m-Kopa, Grundfos, MDI Analysis

• Few operators have publicly
disclosed results or guidance on
mobile services beyond connectivity
• Estimates largely confined to mobile
money
• Clear upside potential, even beyond
the proven businesses
– Safaricom’s m-Pesa already 16% of
group revenue (compared to 9% in
2010), and is a major driver of
growth for the overall business
– Telenor’s mobile money business
1% of group revenue, but it
expects this to grow to around 5%
by 2016
• Direct benefits are obvious (e.g.
transaction fees); less obvious (and
more interesting) are indirect
benefits, such as those arising from
ARPU uplift and churn reduction
8%
-1%
6%7%
5% 5%
4%
9%
2%
19%
13% 13%
-5%
0%
5%
10%
15%
20%
2010 2011 2012
Contribution to revenue growth (Safaricom)
Voice
M-Pesa
Other
77
1,000
0%
1%
2%
3%
4%
5%
6%
0
200
400
600
800
1,000
1,200
2011 2016 (f)
$million
Mobile money revenue (Telenor)
Indirect
Direct
Share of group
revenue
Source: Safaricom, Telenor, MDI Analysis

Organisations, not departments: developing user-centric
innovation means the end user must be at the heart of all
parts of an organisation, including management culture,
product and service design, and marketing
From theory to practice: user-centric innovation needs to be
seen not as a theoretical concept, but a real modus operandi
that permeates all parts of an organisation and is fundamental
in the long term sustainability of an M4D service
Segmentation and personas are key: M4D service
providers must define target end user segments and develop
personas that clearly define the gaps and opportunities that
could be met by a given service
Act early: these should be defined as part of the service
planning, which means an upfront cost and time resource.
While there are encouraging examples of organisations
redefining a service and its marketing message after launch
(e.g. Tigo Money in Paraguay), this can be even more costly
and time consuming
Cost and communication are key barriers: high up-front
costs and the fact many M4D organisations have partnerships
where each party has a different background and set of
objectives create barriers to effective implementation of user-
centric innovation
These are surmountable: clear communication between
stakeholders of a given service and a demonstrable link
between investment in key tools (e.g. user research,
segmentation and personas, and user feedback) and scale will
drive acceptance and wider implementation of the user-centric
concept

User-centric
• All parts of the organisation oriented
towards the user and their needs
– Vision and strategy
– Management approach
– Organisational culture and rewards
– User segmentation, targeting and
positioning
– Products/services developed
– Marketing competencies and
resources
– Operational processes
Functional-centric
• Vision and strategy not oriented around
customer needs
• Users not often voiced in management
discussions
• User focus not a shared organisational
norm
• No clearly defined target segments or
positioning
• ‘One-size-fits-all’ products/services
• Inadequate marketing competencies and
resources
• Processes not customer driven

Health “shared phones”
In one project, an organisation tried to send personal HIV/AIDS
test results to people over their mobile phones; they were
surprised by the low pick-up rate until they realized that many
people in the community share their mobiles with family and
friends. A text message isn’t personal when multiple people share
one phone.
Lesson
need to understand user and
community habits before designing
services
Note: examples adapted from: http://www.mobileactive.org/how-fail-mobileactives-definitive-guide-failure
Source: Mobileactive.org, MDI Analysis

Unaware
Customer
has never
heard of
mobile
money
Customer has
heard of mobile
money and knows
what it does
Awareness
Customer
understands how
mobile money
could be useful to
them
Understanding
Customer knows
the steps
necessary to
transact
Knowledge
Customer tries the
service
Trial
Customer
habitually uses
the mobile money
service
Regular Use
• The process of converting a customer who had never heard of
mobile money to one that habitually uses the service
• In theory this is the way it works, but where can practical barriers
spring up?
Note: adapted from “Marketing Mobile Money: Top 3 Challenges” - Yasmina McCarty, June 2012
Source: GSMA Mobile Money program, MDI Analysis

“I do not trust it because I do not
know how the money will reach the
other person.” – Non user
“Here in the deep village not
many people know much about it, so
they should sensitize us more on
how it works.” – Non user
Unaware
Customer
has
never
heard of
mobile
money
Customer has
heard of mobile
money and
knows
what it does
Awareness
Customer
understands how
mobile money
could be useful to
them
Understandin
g
Customer knows
the steps
necessary to
transact
Knowledge
Customer tries the
service
Trial
Customer
habitually uses
the mobile money
service
Regular Use
• High awareness
• Clear understanding
• Lack of
knowledge
MTN
Uganda
GSMA
MMU
consumer
research
(2011)
means to Ugandans to post it, literally putting it in
an envelope. When it comes to cell phone management of money,
they would use the term
“put”
“send money”
• Vernacular of Mobile Money
Source: GSMA Mobile Money program, MDI Analysis

Organisation
Strategy
Culture
Marketing
Product Service
development
User centricity
impacts
organisations at all
these levels

Organisation
Strategy
Culture
Marketing
Product Service
development

Best practice for user-centric business – key questions
Organisation
• Are we integrated across functions and divisions (or even across organisations) to meet
customer needs? Or do different business units serve the same customer segments
independently?
• Are employees at every level rewarded based on customer metrics?
• Are frontline employees empowered to resolve user problems?
• Are systems in place to feedback user problems throughout the organisation?
Strategy
• Do we have clearly defined target market segments? For each of these, do we have a
clear differentiation versus existing products / services?
Culture
• Is our mission / vision customer focused?
• Is the customer’s voice adequately represented in strategy conversations?
• Do top managers demonstrate a behavioural commitment to customers?
• Do our most powerful symbols or rituals reinforce the importance of customers?
• Is customer obsession a shared norm?

Organisation
Strategy
Culture
Marketing
Product Service
development
Marketing
• Do we continually invest in better
understanding our users’ needs?
• Have we benchmarked our
marketing processes?
• Does our customer database actually
help us to serve customers better?
• Are marketing metrics clearly defined
and well understood? Can we show
the link to ROI?
• Is our marketing mix based on robust
customer research?

Personas
Segmentation Products and
Services
PositioningTargeting
User Research
Possible feedback from any of the key activities back to user research
phase

Personas
Segmentation
User research e.g.
• Focus groups
• Interviews
• Immersion
• Observation
• Experiments
• Surveys
• Conjoint analysis
• Perceptual maps
• Geographic
• Demographic
• Behavioural
• Needs-based
Chosen methodology a
trade off: predictive
accuracy vs. ease of
implementation
Choose target segments
based on the needs of
different user groups,
organisational
competencies to meet
them and the competitive
landscape
• Product
• Pricing
• Place (distribution)
• Promotion
All designed to provide a
compelling offering to the
targeted user segments
Products and
Services
• Product
• Pricing
• Place (distribution)
• Promotion
All designed to provide a
compelling offering to the
targeted user segments
User Research
• Put a human face on abstract segment data (but still need to carefully link back to real user research, not just
conjecture)
• Orients product design and messaging

Personas
Segmentation Products and
Services
User Research

• Quantitative survey covering 2,634 Ugandan households
• Question topics covered: Demographics; Financial Service Behaviours; Mobile Usage
• A process of prioritisation according to: Market opportunity; Customer accessibility; Willingness to try
new financial service products
Segmentati
on
User
Research
User
Research
Targeting
Targeted
segments
Deeper dive analysisSegmentati
on
Targeting
Groundwork for positioning
Market opportunity
Source: CGAP, MDI Analysis

• Multiple service offerings
• Marketed all services to all
customer segments
• Failed to differentiate on key
consumer purchasing criteria
• Low take-up and traction
• Consolidated service offerings
• Re-focused marketing with
unified message around single,
core consumer segment
• Improved uptake and volume
• Increased scale to other Tigo
markets (Guatemala, Honduras)
Tigo Cash Giros Tigo
MNO Tigo (2008) Tigo (2010)
Services
e-Wallet, merchant payments, domestic
remittances via P2P transfer, top ups
e-Wallet, merchant payments, domestic
remittances via OTC withdrawal, top ups
Marketing focus All services Domestic remittances
Registration Application and validation at agent point USSD (approximately 45 seconds)
1. Customer
research and
segmentation
2. Reform product
offering and
marketing
Purchase criteriaSegmentation lines
Route of remittance flow
Amount and frequency of money
transfers
Customer behaviours
Cost (most important)
Speed (least important)
Pre segmentation Post segmentation
Source: Tigo, GSMA Mobile Money program, MDI Analysis

given a targeted market segment….
Then, a persona should:
• Be a representation of the goals
and behaviour of a fictional
individual
• Epitomise the (prioritised) market
segment
• Follow the rough outline of the
template opposite
Persona template elements
Name: respectful fictitious label
Role: within a given user group, e.g., family
Demographics: Age, income and personal
details
Knowledge, skills and abilities: real but
generalised capabilities of persona
Goals, motives, and concerns: describe the
real needs of the user
Usage Patterns: how frequently do they use
mobile, and in what way
Action statement: opportunity to provide a
specific product/service that meets user gaps
and needs
Personas
Segmentation
Targeting

Personas
Segmentation
Targeting
Source: CGAP, MDI Analysis

Personas of
proposed m-
service
Best practice persona design and use
Persona
template
elements
Name
Role
Demographics
Knowledge,
skills, abilities
Goals,
motives,
concerns
Usage
Patterns
Action
statement
1. Intuitively
sound?
The persona
should make you
believe this
based on a real
person
Use a real fictitious name, ideally first and surnames. Make sure the back story contains relevant information
(even when not directly attributable to the service) e.g. educational background, aspirations, emotional disposition
(optimistic, pessimistic, etc.)
2. Elements
there?
The persona
should feature all
elements of the
persona
template
Refer back to primary research to find relevant details, do not be tempted to create the relevant parts without
reference to primary data. Usage patterns should be based on pre-defined patterns constructed from the primary
research.
3. Based on
fieldwork?
The personas
should be based
upon bespoke
fieldwork
Ideally data should be from a combination of quantitative and qualitative survey data, along with user interviews,
relevant macro level reports (e.g. regional teledensity, etc.) and user concept testing. At a very minimum there
should be user interviews and concept testing.
4. Visible to
wider
organisation?
The personas
should be used
by all relevant
members of the
organisation
Re-create new personas based on the baseline data involving all the relevant people/teams in the process. So
they can understand the thinking behind the persona.
5. Developed
user stories?
The personas
should be used
to develop user
stories
If they have developed user stories prior to the persona's they should have a persona for each user derived from
the methods above and from the user stories, plus they should reconcile the personas to the user stories and
primary research. If they have their personas but not yet created the users stories then they should hold an ideation
workshop to compile the relevant user stories based on the provided personas with a wide a base of stakeholders
as possible.
6. Proposed
user research
in future?
The development
process should
be such that user
research is used
in future.
Assuming an Agile approach to development, they should be planning to implement further user testing at key
iterations of the development cycle as well as planning for user testing to be an intrinsic part of the final UAT.

Idea generation
Requirements
gathering and analysis
Service model
generation
Design content
development
Development
Deployment
Feedback and
evaluation
User
Primary
research,
Persona
development
User stories
creation, user
testing
User testing -
affordability,
teledensity,
access, etc.
User test - UX, UI
and visual
designs; Content
development
Showcase
iterations and
user test
UAT - user
test and
correction

Access to users
•Geographical
•Cultural
•Identification of
users
Cost of initial
research and on going
user testing
•Quantitative and
qualitative surveys,
prep, execution and
analysis
•User interviews
•User testing on an
iterative basis
Time and process
costs
•Up front research
and analysis
•Iterative testing and
feedback loops
Cross partner
communication
•Multi-partner
projects need co-
ordination across
different teams e.g.
organisations focused
on social impact
partnering with
organisations
specialising in tech
development
Understanding of UX
v's UI
•Tech development
organisations are
prone to doing user
interfaces without
much thought to user
experience and user
interaction
•Cross-team
involvement in the
process
Implementing
user centric
design

Donors
• Focused on big picture,
less on whether service
meets user needs
• Funding structures that
don’t allow for user
research, testing, etc
• Waste money on
projects not targeting a
real user segment
Managers Designers
• Mismatch in MNO
incentives and long term
nature of BoP solutions
• Vendor/NGO managers
minimise user testing
due to upfront costs; rely
instead on 3rd party
reports
• Marketing neglected
• Use ‘one size fits all’
template over primary
user research
• Too much focus on
visual design rather than
whole experience
• Pick up problems after
service designed
(expensive to change)
Common
Pitfalls
• Understand the
value of user
centric design,
and develop
tools to test for it
• Organise
business
practices around
user centric
principles
• Integrate with
end users as part
of design
process
Call to
Action

A ubiquitous influence: the role of government on the mobile
for development sector is mostly indirect through setting
regulation and influencing the business environment. Direct
investment in mobile-enabled services has so far been limited,
with this mostly focused on the health sector
Clear dialogue: frequent dialogue between stakeholders in
the mobile sector (including operators, entrepreneurs and
investors) and policy makers is crucial to recognise the shared
opportunity in a more connected population (especially with
mobile data) but also to be frank about the challenges and
how partnership can help to overcome these
USFs strong in theory, weak in reality: Despite Universal
Service Funds (USFs) offering a way of underpinning
coverage expansion to rural areas, these have been largely
mired by inefficiency. Around $11 billion has been collected
worldwide but not actually been put towards any projects, with
97% of this in the developing world
Opportunity cost: any failure so far to expand coverage as a
result of USF inefficiency cannot be reversed, but there are
increasingly visible economic (and social) opportunities in
urban and rural regions by offering access to utilities like
electricity and water (mobile-enabled community services).
Given the potential for ARPU uplift, proof points of these
businesses will be key in further incentivising coverage
expansion
Good business opportunities, not always the best
environments: while the culture for entrepreneurship has
improved in many markets (e.g. parts of Asia, Latam), there
are still developing regions languishing – 63% of markets in
Africa and 33% in South Asia still fall into the bottom quartile
worldwide in the ease of doing business
If you build it, they will come: Entrepreneurship is a key part
of the growth story in mobile for development. Maintaining this
means both improvements in the skills developed in country
and the proportion of the population with those skills (a refilling
talent pool), and promoting an investment friendly
environment, particularly for small and medium size
businesses

• Governments are a somewhat unique stakeholder – they control vast amounts of
resources, but often act ‘behind the scenes’, as such playing more of an influencer as
opposed to direct actor role in M4D
• This influence is broadly separated into two areas
– Regulatory environment (excluding direct regulation on pricing)
• Ease of doing business
• Promoting network coverage (via USFs)
• SIM registration
– Investment
• Direct (or through partnerships)
• Promoting a business-friendly investment environment

• Regardless of sector (telecoms, pharmaceuticals etc), government has a role in fostering new
business
• Some of this will come through the use of fiscal levers to encourage large scale investment
• However, equally important are the factors that go into setting up a small or medium-sized
business (e.g. taxation, ease of company formation, accessing credit, enforcing contracts)
• While progress has been made, many developing countries in Africa and South Asia still languish
relative to regional peers and mature markets, placing an (unnecessary) impediment to
entrepreneurship
0
10
20
30
40
Top Upper middle Lower middle Bottom
Countries
Quartile
Ease of doing business rank, 2012
US/Western Europe
East Asia/Pacific
Middle East
Central/Eastern
Europe
Latam
Africa
Source: IFC, World Bank, MDI analysis

Customer pays
Prepaid (or
contract)
subscriptions
Levy
fixed % of
MNO’s gross
revenue
Affordable
Access inclusive
telecommunications
services
USF
Grants
Funding for
access
services
Customers/Citizens
MNOs
Services/
infrastructure
The Universal Service Fund Value
Chain
• Universal Service Funds
(USFs) were created mostly
over the last 10 years with
the aim of extending access
to telecommunications
services at affordable prices
• They are intended, in effect,
to ensure communications
operators provide coverage
irrespective of the economic
rationale for doing so
(particularly in rural areas)
• USFs have historically
funded a range of
communication services in
addition to mobile:
• Fixed line
• Broadband and dial-up
• Other services

Can USFs be explored as a fund component for
Mobile Enabled Community Services?**
No
TBD
Yes
Source: GSMA Universal Fund Study (2013), **Ladcomm Corp (2013), MDI Analysis
0%
20%
40%
60%
80%
100%
Fixed
Wireless
Broad
band
Dial-up
Internet
Other*
What do USFs fund?
Developed
Developing
* ‘Other’ has many different definitions but generally refers to tele-
centres, community access centres and similar concepts
• The main target of USF funding in mobile is
network rollout to rural areas
• The impact on M4D services is therefore
mainly indirect – enhanced coverage is a
requisite for mobile access, which increases
the addressable audience for mobile-enabled
services
• There is also potential for direct funding of
M4D services in some markets, such as water
and electricity access
• However, this potential has largely gone
unfulfilled

• Funds in the developing world are
generally financed through a contribution
mechanism from telecommunications
service providers (usually calculated as a
percentage of revenues – e.g. 5% in India)
• These started out around 5-6%, but for
countries that have introduced USFs more
recently, the levies have come down to
around 2-3%
• In theory, this makes sense because
governments have an in-built way of linking
the incentives of mobile operators
(acquiring spectrum) with governments
(connecting as many people as possible) 0%
2%
4%
6%
8%
10%
1990 1995 2000 2005 2010
Levy(percentageofrevenue)
Year fund established
USF levy by market
Source: GSMA USF study (2013), MDI analysis

• Nearly a third of USFs in the developing world are inactive, compared to under 10% in mature
markets
• Worldwide, we believe there to be around $11 billion accrued by governments through USF
mechanisms, but not yet spent on actual telecom projects
• The vast majority of inefficiency is in the developing world, predominantly in Asia and Latin
America, with around 70-80% of funds unspent in several markets
Source: GSMA Universal Fund Study (2013), MDI analysis
* Inactive funds were identified through attempting to contact/find a fund administering body, where no such
body could be found
Note: figures on undisbursed funds reflect the information available/reasonably estimable concerning the
financials of USFs. The actual figure for total undisbursed funds is likely to be much higher, as details of many
fund’s financials are often unobtainable
of the
$11 billion
waiting to be
disbursed,
97% is in
developing world
0
3,000
6,000
9,000
12,000
15,000
DevelopedDeveloping Asia Latam Africa
$million
USF efficiency
Balance Undispersed Developing region split

Source: GSMA Universal Fund Study (2013), World Bank, MDI Analysis
*Calculated on the basis of country samples from regions about which the GSMA was able to find data (Africa, 20;
Asia, 9; Latam, 12; developed, 5)
• Although the greatest proportion of undispersed funds come from India and Brazil, other
countries fair poorly when their undispersed funds are seen as a percentage of GDP
• These amounts are far from negligible, particularly for small, largely rural economies, where the
opportunity cost of mobile network rollout is likely to be highest
0.0%
0.1%
0.2%
0.3%
0.4%
0.5%
0.6%
0.7%
Undisbursed funds as % of GDP
Africa Latin America Asia
Developing
0%

*Information collected where starting year of registration could be determined
Source: A.Martin K.P.Donovan (2012), N.Jentzsch (2012), MDI Analysis
Most of Africa Requires SIM registration (2012)
80%
6%
15%
Sim
registrations
required
Sim
registration not
required
Unknown
0
2
4
6
8
10
2006 2007 2008 2009 2010 2011
Mandatory SIM registration
Northern Africa
Southern Africa
Middle Africa
Western Africa
Eastern Africa
• In the last 10 years 80% of countries in Africa have
started requiring registration in order to activate a
prepaid SIM card (mostly as a counter-terrorism
effort)
• While this gives operators more details on their
customers (to offer more tailored services), it also
can have unintended consequences
• Customers unable to get to an operator store or
distribution point in the specified time frame may
simply be cut off from service
• This can favour operators with larger distribution
networks, with a resulting risk to competition

2.3
1.8
1.6
1.2
1.4
0.0
0.5
1.0
1.5
2.0
2.5
0
100
200
300
400
500
MNO Vendor and
entrepreneur
Development
organisation*
Government Academic
Investments in M4D
Products and
services
Organisations**
Deployments per
organisation
*Includes donors, NGOs and other development groups
**Number of unique organisations (country operating companies of MNOs each count as a unique organisation)
Source: UNCTAD, Financial Times Ltd, fDi Markets (FDI), MDI analysis (M4D investments)
0
5,000
10,000
15,000
20,000
25,000
East Asia South Asia Latam Africa Developed
$million
Greenfield FDI (telecoms, transport,
storage)
2010 2011
• Governments can invest directly or
indirectly in mobile
• Direct investments (or partnerships) are
currently limited, and mainly targeted
towards mobile health services
• The indirect role is to promote a friendly
investment environment (e.g. use of tax
incentives) – FDI is a reasonably proxy,
with East Asia and Latam the largest and
fastest growing destinations

2G The second generation of digital mobile phone technologies including GSM, CDMA IS-95 and D-AMPS IS-136
3G The third generation of mobile phone technologies covered by the ITU IMT-2000 family
Active Mobile Connections
Active unique SIM cards (or phone numbers, where SIM cards are not used), excluding M2M, that have been used for voice, messaging or
data activity on the mobile network over the operator’s activity period, which can range from one to 13 months.
Advertising Revenue generated from advertising delivered through service itself
API
An application programming interface is a protocol intended to be used as an interface by software components to communicate with each
other.
Framework A set of re-usable software tools and interfaces for developing applications
Apps A software application designed to run on mobile devices. (typically smartphones, and tablet computers)
ARPU Average Revenue Per User
Basic phone Offers basic voice services (telephony/voice mail), SMS and USSD based services.
Business
Businesses targeted by service to generate revenue. Generally supports internal business processes (e.g. Inventory management), or core
business services (e.g., recruitment)
Call Centre Simple voice call to a trained human content provider
Consumer (MNO led)
Rolled out as a value added service (VAS) by an MNO. While it may not earn revenue from customer directly, VAS designed to drive new
customer uptake/ reduce customer churn.
Consumer (non MNO led) Revenue generated directly by end user. e.g. subscription, one off mobile money payment
Data collection Create customised surveys and send them to fieldworkers’ mobiles
Donor Primary funding comes from donor organisations, usually in a lump sum grant
Feature phone Basic phone features plus… Internet enabled, supports transmission of picture messages downloading music, built-in camera
Foundation M4D application Application that is designed to sit on top of a framework owned by another vendor
Government Primary funding comes from government
GSM
Global System for Mobile communications, the second generation digital technology originally developed for Europe but which now has in
excess of 71 per cent of the world market. Initially developed for operation in the 900MHz band and subsequently modified for the 850, 1800
and 1900MHz bands. GSM originally stood for Groupe Speciale Mobile, the CEPT committee which began the GSM standardisation process
HHI
Herfindahl-Hirschman Index, A commonly accepted measure of market concentration. It is calculated by squaring the market share of each
firm competing in a market, and then summing the resulting numbers
Interactive content Content based services that users can access by querying a central database. May be delivered via IVR, SMS, USSD, app, WAP, etc.
Internet
A loose confederation of autonomous databases and networks. Originally developed for academic use the Internet is now a global structure
of millions of sites accessible by anyone
Inventory management Supply chain management and stock ordering tools. Product security / validation tools
IP Internet Protocol
IVR Interactive voice response, allows a computer to interact with humans through voice recognition navigation and DTMF tones via keypad
Java
A programming language developed by Sun Microsystems Java is characterised by the fact that programs written in Java do not rely on an
operating system
M2M
Machine-to-machine is a broad label that can be used to describe any technology that enables automated wired or wireless communication
between mechanical or electronic device

MNO Mobile Network Operator
Active mobile subscriber
penetration
Unless otherwise specified, this is the total active subscribers in the market divided by the total population, expressed as a percentage. (It is
not the more often cited penetration of total mobile connections, which will always be higher)
Bespoke M4D application A “one off application built from the “ground up
Open Source Service based around open source software/framework. Value derived from external parties adopting service
Other A “catch all” for devices not included in the above. E.g., modems, Personal digital assistance (PDA), etc.
OTT
Over the Top refers to video, television and other services provided over the internet rather than via a service provider’s own dedicated,
managed IPTV network
Payments Mobile wallets, payment gateways and a wide range of payment based services
PC/laptop Personal desktop computer, or laptop. Typically running Windows, or maybe Linux OS.
Peer to peer content Social networks and posting systems, users create and access content. Wide range of delivery mechanisms, even including voice
Platform Generic in nature, could be used in a multitude of different services. An operating system, cloud, etc.
Push content Content pushed out (one way) via voice message or SMS. May be “broadcast” or “narrowcast” (customised by location / user profile)
SIM
Subscriber Identity Module; A smart card containing the telephone number of the subscriber, encoded network identification details, the PIN
and other user data such as the phone book. A user’s SIM card can be moved from phone to phone as it contains all the key information
required to activate the phone
Smart phone Feature phone features plus… graphical interfaces and touchscreen capability, built-in Wi-Fi, and GPS (global positioning system)
SMS Short Messaging Service, allows exchange of short text messages between mobile phone devices
STK
SIM ToolKit: specified within the GSM standard, this allows operators to add additional functions to the phone menu in order to provide new
services such as mobile banking or email
Tablet Smart phone features plus… Larger screen, increased computing power, front and rear facing cameras, extra ports (e.g., USB)
TCO Total cost of ownership
Text-to-Speech Computer or handset based service that generates speech using text input
Total Mobile Connections
Total unique SIM cards (or phone numbers, where SIM cards are not used) that have been registered on the mobile network at the end of the
period. Connections differ from subscribers such that a unique subscriber can have multiple connections.
USSD
Unstructured Supplementary Service Data. A synchronous message service creating a real-time M2P connection allowing a two-way
exchange of data, mostly through menu structures
Voice Basic telephony services, with voice delivered over a mobile network
WAP Wireless Application Protocol for accessing information over mobile network. WAP browsers typically found on older feature phones.
WAP Wireless Application Protocol for accessing information over mobile network. WAP browsers typically found on older feature phones.
Web A system of interlinked hypertext documents accessed via the Internet; also accessible via enabled mobile devices

Health Agriculture Money
Entrepreneurship Learning Power
• CEOs and high level
executives from
organisations the GSMA
regards as leading in their
sector were interviewed.
• Interviews were 1-to-1 and
lasted around an hour
• We asked questions
specifically tailored to issues
of scalability and user
centric attitudes
• Interviews revealed that for
these leading organisations:
• Success depended upon
building to scale from the
outset
• Reaching out to users on a
regular basis to test
products was essential
• There was a strong desire to
clarify social impact of work
• Sustainable business
models were essential, but
tough to prove
• Partnerships were essential
• MNO partnerships were
fruitful but hard to set up
Case studies

GSMA Intelligence • Scaling Mobile for Development
About the authors
Whilst every care is taken to ensure the accuracy of the information contained in this material, the facts,
estimates and opinions stated are based on information and sources which, while we believe them to be
reliable, are not guaranteed. In particular, it should not be relied upon as the sole source of reference in
relation to the subject matter. No liability can be accepted by GSMA Intelligence, its directors or employees
for any loss occasioned to any person or entity acting or failing to act as a result of anything contained in or
omitted from the content of this material, or our conclusions as stated. The findings are GSMA Intelligence’s
current opinions; they are subject to change without notice. The views expressed may not be the same as
those of the GSM Association. GSMA Intelligence has no obligation to update or amend the research or to
let anyone know if our opinions change materially.
© GSMA Intelligence 2013. Unauthorised reproduction prohibited.
Please contact us at info@gsmaintelligence.com or visit gsmaintelligence.com. GSMA Intelligence does
not reflect the views of the GSM Association, its subsidiaries or its members. GSMA Intelligence does not
endorse companies or their products.
GSMA Intelligence, 5 New Street Square, New Fetter Lane, London EC4A 3BF
Martin Harris — Director of Technology, GSMA Mobile
for Development
Martin has been involved with the GSMA over the
last three years working on various implementations
in mHealth, mAgri and related programs, alongside
carrying out research for the sector into the use of
mobile technologies in the M4D space. Martin is also
involved with a number of external companies focused
around technology incubators and start-ups.
Tim Hatt — Senior Analyst
Tim is the head of research at Mobile for Development
Intelligence at the GSMA, having joined the group in
October 2012. In this capacity, Tim has responsibility for
the team producing research reports and presenting
externally at conferences and public speaking
engagements. Prior to joining the GSMA, Tim spent 6
years in London as an analyst covering telecoms and a
variety of other sectors.
Corina Gardner — Senior Manager
Corina manages the Mobile for Development
Intelligence programme. Building on ten years of
international development experience across Africa
and Central Asia, Corina brings a breadth of first-hand
experience to the team. She joined GSMA in 2010
after completing an MBA from Cambridge University
focused on Energy and Environment.
Adam Wills — Analyst
Adam joined GSMA in November 2012. His
responsibilities on ‘Scaling Mobile’ included leading on
multiple report sections, presenting work to external
stakeholders in Africa, and conducting interviews to
generate a range of supporting case studies. Prior to
GSMA Adam conducted policy research in an MP’s
parliamentary office, with a focus on environment and
international development.
mobiledevelopmentintelligence.com • mdi@gsma.com • @GSMAm4d
gsmaintelligence.com • info@gsmaintelligence.com • @GSMAi

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