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BIT2316 –MIS-BBIT&ACTRL (Y3S1)

Work and Wealth

Globalizing Work-Spaces
Electronic Payment Models

Lecturer: Samuel Odoyo N., PhD Fellow

Faculty of Business and Economics
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Recap
Last week’s session covered:
ERP Business Models
E-Business Cases @ Your Decisions

◼ Wk10: Work and Wealth

Globalization Work-Place,
Electronic Payment Models
 Learning Outcomes
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Wk10:

The student is expected to:

◼ Discuss factors driving Internationalization

◼ Conceptualize your “novel” global workspace

◼ Describe value addition of the enhanced online

value chain
◼ Discuss the importance of gathering and
analyzing business intelligence
◼ Explain emerging Electronic Payment Models
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Learning Resources
Coverage: Robotic Automation & Employment, Drones and Artificial Computing,
Globalization, The Digital Divide, The “Winner-Take-All” Society, The Internet of
Everything, Internet Communication, Renewable Energy Internet, Automated
Transport & Logistics Internet, Smart Homes, Smart Vehicles

Discussion Thread: Is Kenya in the right path to achieve its ICT Vision 2063? Discuss.

Preliminary Reading: eRsource 1- Quinn, M.J. (2018); Chapt. 10

eRsource 4- Laudon & Laudon (2022; Chapt. 2 & 15”,
eRsource 8- The Paypers; Vision 2030, 2063
Further Reading:
IEEE (Institute of Electrical and Electronics Engineers) Code of Ethics
ACM (Association for Computing Machinery) Code of Ethics
Philosophy of the GNU Project

Lab Exercise: Video 3: URL: [Link]

Lecturer: Samuel O, Nyiendo, PhD Cand.

Riara School of Computing Sciences
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ACCRONYMS
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ICE-BREAKER
- Palm Payment Technology
- – No cash
- – No Card
- – No Phone

- By WeChat
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◼ Automation and Employment
Automation and Job Destruction, Re-evaluated!?
◼ Automation has been blamed for the loss of
both manufacturing and white-collar jobs, as
well as an increase in the length of the
workweek for salaried employees.
◼ However, productivity has increased:

fewer workers are making more products.

➢ For example, in 1977 it took 35 person-hours to
manufacture an automobile in the United States. By
2008 the number of person-hours had dropped to 15
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◼ Automation and Employment, cont.

• Effects of increase in productivity:

◼ What could our society do with the dramatic
increase in productivity?
➢ maintained our 1964 standard of living and
gone to a four-hour workday or a six-month
work year
➢ every worker could be taking every other

year off with pay. Instead of taking the path

of working less, the average workweek
actually could rise slightly.
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◼ Automation and Employment, cont.

• Time versus Possessions:

◼ Today the society have vastly superior health
care systems, educational tools (i.e. EdTech),
and transportation networks.
◼ We live in climate-controlled environments,
and have an incredible number of choices with
respect to where we travel, what we wear,
what we eat, and how we entertain ourselves.
◼ The cost of these freedoms and luxuries is less
leisure time. In order to maintain this lifestyle,
people are working harder, Result: Workaholics
 Fig 1. 10.1
Figure
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General Motors exited bankruptcy in 2009
with 30 percent fewer employees
Source: Danny Lehman/Encyclopedia/Corbis
. .
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◼ Video 1 - Tesla Auto Car Assembly with 3,000 workers

URL: [Link]
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◼ Automation and Employment, cont.

• The Lost White-Collar Jobs:

◼ Email, voice mail, and high-speed copy
machines eliminate secretarial and clerical
positions.
◼ Spreadsheets and other software packages
reduce the need for accountants and
bookkeepers
◼ Example: Today Merck-Medco in Canada runs a
Web-accessible pharmacy that uses robots to
dispense 8,000 prescriptions an hour
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◼ Automation and Employment, cont.

• Working Harder, making Less:

◼ When an organization restructure its HR through
retrenchment, the work that needs to be done is
divided among fewer employees. Hence there is a
natural tendency for the number of hours worked to
increase.
◼ When people have been laid off is a strong incentive
for those who remain to work harder so that they
won’t be part of the next layoff
◼ Many companies now provide their employees with
laptop computers. By bringing their laptop home,
they have access to the various project files they need
to continue working, even 24/7.
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◼ Automation and Employment, cont.

• Working Harder, making Less:

“Kazi Iendele!”

Fig 10.2
Figure 3.
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◼ Automation and Employment, cont.

• Making More Working Less:

◼ Traditional economists hold a quite different
view about the effects of automation and
information technology on jobs. They have
concluded that while new technology may
destroy certain jobs, it also creates new jobs.
◼ The net result is an increase, not a decrease, in
the number of available jobs
◼ Automation is introduced as a cost-saving
measure: the demand of the product resulting
in more job creation, also servicing the devices
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◼ Automation and Employment, cont.

• Graphical Analysis: Making More Working less?

Figure 10.3

Novel Model for

Job Creation
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◼ Automation and Employment
• The Rise of the Robot:
◼ People hate machines for taking away their
feelings of self-worth, yet their fascination
with automation makes its triumph appear
inevitable
◼ The “Three Laws of Robotics” are etched into
their positronic brains, guaranteeing that they
will never turn against their creators (Isaac
Asimov, March 1942).
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◼ Automation and Employment, cont.

• The Rise of the Robot: cont.

◼ Roboticist Hans Moravec predicts that by 2050,

robots will have replaced human workers not

just in manufacturing jobs but in decision-making
roles, too
◼ Stanley, a robotic car developed at Stanford
University, and four other autonomous
vehicles successfully completed a rugged, 128-
mile course through the Nevada desert in
2005, averaging 19 miles per hour.
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◼ Video 2

ZOOK Robo
Self-Driving Taxi
Les Vegas, USA

Figure 10.4

• The Rise of the

RoboTaxis: cont.

URL: [Link]
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◼ Video 3

Driverless
Little Yellow
-AI Delivery

Figure 10.5

URL: [Link]
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◼ Ideas for the ”New” Work-Space
• Flattening Organizational Structure:
◼ Using computers inside manufacturing units helps to
customize products and provide better service to
their customers’ transaction, as well as the payroll
◼ Decentralization of sales and support functions,
reduce the company’s bureaucracy, while linking
different parts of the business processes
◼ Flexible information flow also allows companies to
adopt “just-in-time” production and distribution
methods, reducing inventory and warehouse costs
◼ Any member of an organization can contact any other
member with minimal effort and cost, at shorter time
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◼ Work-Space Concepts, cont.

• Flat Organizational Structure:

• Pyramidic Model • Cross Matrix

Figure 10.6
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◼ Determine New Work-Space Careers, Red-Flag

Table 10.1
High Demand
Vss
Low Demand
Careers
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◼ Work-Space Changes, cont.

Teleworking:
◼ Telework ( BYOD working concept) refers to an
arrangement where employees spend a significant
portion of their workday at a distance 24/7 from the
employer or a traditional place of work
◼ Telecenters provide employees from different firms the
ability to connect to their company’s computers out of
a home office.
◼ Example: Salespersons who have no offices,
transacting all of their business from their cars using
cell phones, tabs and laptops
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◼ Work-Space Changes, cont.

Advantage of BYOD Telework:

◼ Telework increases productivity -A variety of studies have
shown teleworkers have 10 to 43 percent greater productivity
than on-site workers.
◼ Telework reduces absenteeism - Teleworkers are less likely
to miss work than someone coming into the office.
◼ Telework saves overhead -with some of its workers away
from the office, a company doesn’t have to invest as much of its
resources in office space
◼ Employees may save money by teleworking -They may
not have to purchase as much business attire, and they may be
able to avoid paying child care expenses.
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◼ Work-Space Changes, cont.

◼ Quality of life: Equity, access, boundaries

Figure 10-7
Bring Your Own Device
(BYOD) Work Model

Source: Right to Disengage Act 2017

Source: Laudon & Laudon,(2022, p. 177)

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◼ WorkSpace Changes, cont.

Disadvantage of BYOD Telework:

◼ Telework threatens the authority and control of
managers - Employee naturally have more autonomy.
◼ Distant working makes it impossible for an employee to
have a face-to-face interaction with customers at the company
site
◼ Sensitive information is less secure - There is a
greater chance that valuable company information will be lost
or compromised through fire or theft than whet at the office
◼ It is more difficult to schedule team meetings.
Even if employees are only teleworking one or two days a week,
many others in the organization can suffer significant
inconvenience.
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◼ Work-Space Changes, cont.

◼ Health risks:
➢ Repetitive stress injury (RSI)

Figure 10.8

Source: Laudon & Laudon,(2022, p. 180)

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◼ Work-Space Changes, cont.

The Gig Economy:

◼ Contingency workforce- Having temporary employees who
earn less than tenure-track faculty members
◼ The gig economy refers to service workers who make a living
by completing these types of short-term jobs for clients.
Examples: Uber, Lyft, Taxify, Instacart, Motorcycle couriers (i.e.
Sendy) , and Airbnb
➢ Instacart is a grocery delivery service, while, Airbnb
connects people who need a place to stay with people
who have accommodations for rent
◼ Critics say that people only take these jobs
because they can’t find stable employment.
◼ (Class Discussion)
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◼ Work-Space Changes, cont.

Monitoring Employees:
◼ Information technology has given companies
many new tools to monitor the activities of
their employees to identify inappropriate use of
company resources:
➢ monitoring the Internet use of their employees
➢ Video surveillance (48 percent), monitoring keyboard
activity (45 percent), monitoring time spent on the
phone (45 percent), and monitoring emails (43 percent)
➢ Monitoring can help a company detect OR track the
locations of their employees
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◼ Work-Space Changes, cont.

Multinational Teams:
◼ Offshoring workforce allow a company to have
people at work more hours during the day. It
becomes easier to have a call support center
open 24 hours a day. It is even possible for
projects to be shuttled between multiple sites,
allowing around-the-clock progress to be made
on time-sensitive products.
➢ However, the main attraction of is cost savings.
Companies say they need to lower their expenses in
order to stay in business.
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◼ Globalization
◼ Globalization: This refers to the process of
creating a worldwide IST network of
businesses and markets.
➢ Globalization results in greater mobility of goods,
services, and capital around the world. Investments are
made across national boundaries.
➢ Products manufactured in one country are sold in
another.
➢ The rapidly decreasing cost of information technology
has made globalization possible.
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Which Way Out for the Global Success

Shared service model – eliminate redundancies, trim cost, pull business resources

Figure 10.9
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Internationalization
Factors Driving the Internationalization of Ecommerce Business

◼ Global economic system and global world order

driven by advanced networks and information
systems
◼ Growth of international trade has radically altered
domestic economies around the globe
◼ For example, production of many high-end
electronic products parceled out to multiple
countries
➢ For example: Apple iPhone’s global supply chain
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APPLE iPHONE’S GLOBAL SUPPLY CHAIN

FIGURE
Figure 15-1
10.10 Apple designs the iPhone in the United States, and relies on suppliers in the United States,
Germany, Italy, France, and South Korea for other parts. Much of final assembly occurs in China.
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◼ Globalization, cont.

◼ Cost of international calls.

Marginal cost of data

transfer from Host A to
Host B is approaching zero

2019
2030 2063
Figure 10.11
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◼ Globalization, cont.

◼ Arguments for Globalization:

◼ Free trade can increase everyone’s standard of living.
Every country has a comparative advantage at
producing certain products and services, meaning it
can produce them at a lower opportunity cost than
any other country.
➢ People in poorer countries deserve jobs, too. When
they gain employment, their prosperity increases.
➢ Creating jobs around the world reduces unrest and
leads to more stability. Countries with
interdependent economies are less likely to go to
war with each other.
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◼ Globalization, cont.

◼ Arguments against Globalization:

◼ The United States and other governments
should not be subordinate to the WTO.
➢ Every member country, from the United States to the
tiniest dictatorship, has one vote in the WTO.
➢ American workers should not be forced to compete
with foreign workers who do not receive decent pay
and working conditions.
❑ Globalization has accelerated the loss of both
manufacturing jobs and white-collar jobs overseas.
◼ The removal of trade barriers hurts workers in foreign
countries, too.
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◼ Globalization, cont.

◼ Foreign Competition:
◼ India’s outsourcing industry now employ more
than a million people and have annual sales
exceeding $60 billion.
➢ About two-thirds of these sales are in outsourcing IT
work, such as designing, programming, and
maintaining computer software.
➢ The other third are in outsourcing business processes,
such as call centers, medical transcription, and X-ray
interpretation
➢ Average salary is about $250 as compared to hiring an
American at $1,700. The cost saving on labour is huge
Wk-10
Factors Driving the Internationalization, cont.

◼ Strategy when building international systems

➢ Understand global environment.
◼ Business drivers for global competition
◼ Inhibitors creating management challenges
➢ Develop corporate strategy for global competition.
➢ Develop organization structure and division of labor.
➢ Consider management issues.
◼ Design of business procedures, reengineering,
managing change
➢ Consider technology platform.
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INTERNATIONAL INFORMATION SYSTEMS ARCHITECTURE

The major dimensions for

developing an international
Online systems architecture
are the global environment,
the corporate global
strategies, the structure of
the organization, the
management and business
processes, and the
technology platform.

Figure15-2
FIGURE 10.12
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Factors Driving the Internationalization, cont.

• Global online business drivers:

– General cultural factors lead toward internationalization
and result in specific business globalization factors
Table 10.2

GENERAL CULTURAL FACTORS SPECIFIC BUSINESS FACTORS

Global communication and Global markets
transportation technologies Global production and operations
Development of global culture Global coordination
Emergence of global social norms Global workforce
Political stability Global economies of scale
Global knowledge base
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Factors Driving the Internationalizations, cont.

• Challenges and obstacles to global business

systems
– General cultural challenges
• Cultural particularism -

– Religious, nationalistic, ethnic, regional, geographical

• Transborder data flow
– Data Protection Directives, and National Laws, i.e.
General Data Protection Regulation (2018)-USA / EU
• State of the Art:
– IRM technology platforms, global strategy, org. structure
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Factors Driving the Internationalization of Ecommerce Business, cont.

• Challenges to global business systems (cont.)

– Specific challenges
• Standards
– Different EDI, e-mail, telecommunication standards
• Reliability
– Phone networks not uniformly reliable
• Speed
– Different data transfer speeds, many slower than United
States
• Personnel
– Shortages of skilled consultants
Wk-10 Factors Driving the Internationalization, cont.

◼ State of the art

➢ Most companies have inherited a patchwork
international system using traditional batch-oriented
reporting, manual entry of data from one legacy system
to another, and little online control and communication.
➢ Significant difficulties in building appropriate
international architectures:
◼ Planning a system appropriate to firm’s global strategy
◼ Structuring organization of systems and business units
◼ Solving implementation issues
◼ Choosing right technical platform
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Factors Driving the Internationalization, cont.

◼ Digital Divide: refers to the situation in which

some people have access to modern
information technology while others do not.
➢ The underlying assumption motivating the term is that
people who use cell phones, computers, and the
Internet have opportunities.
➢ It also tends to promote the idea that the difference
between the “haves” and the “have nots” is simply a
question of access
◼ Bridging the digital divide in four ways:
➢ Political, Technological, Social, and economical
➢ Source: [Link]
digital-divide-kenya
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◼ Bridging the Global Divide, cont.

| |

2019 2030 2063

Figure 10.13

By 2024
Wk-10 Factors Driving the Internationalization, cont.

Global Divide: refers to the disparity in Internet

access between more industrialized and less
industrialized nations. Reasons:
◼ Inadequate telecommunications infrastructure

◼ Often there is little wealth

◼ The primary language is not English.

◼ Literacy is low and education is inadequate.

◼ The country’s culture may not make

participating in the Information Age a priority

Wk-10 Factors Driving the Internationalization, cont

The Social Divide: refers to the difference in

access between the rich and poor within a
particular country.

It may also refer to the extent to which people

use the Internet varies significantly according
to age, wealth, and educational achievement.

Example: Online access varied from 96

percent of 18- to 29-year-olds to 58 percent of
those 65 and over.
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◼ Bridging the Digital Divide, cont.

OER
Learning
Research

Computer Cybers
Internet Access

Figure 10.14

BYOD
Service Models
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Strategies for Developing Global Business
• Global strategies and business organization
– Three main kinds of organizational structure
• Centralized: In the home country
• Decentralized/dispersed: To local foreign units
• Coordinated: All units participate as equals
– Four main global strategies
• Domestic exporter – heavy centralized home activities
• Multinational –financial management & controls
• Franchisers – product specs rely on foreign standards,
i.e. KFC, McDonald’s, Safaricom, Equity Bank, Urber, etc.
• Transnational – global perspective across national boarders
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STRATEGIES FOR CONFIGURING ONLINE GLOBAL BUSINESS

FIGURE 10-15 The large Xs show the dominant patterns, and the small Xs show the emerging patterns. For
instance, domestic exporters rely predominantly on centralized systems, but there is continual
pressure and some development of decentralized systems in local marketing regions.
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Strategies for Developing Global Online Business, cont.

• Global systems to fit the strategy

– Configuration, management, and development of
systems tend to follow global strategy chosen
– Four main types of systems configuration
1. Centralized: Systems development and operation occur
totally at domestic home base
2. Duplicated: Development occurs at home base but
operations are handed over to autonomous units in
foreign locations
3. Decentralized: Each foreign unit designs own solutions
and systems
4. Networked: Development and operations occur in
coordinated fashion across all units
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Strategy for Internationalization of Global Business

Table 10.3 A FRAMEWORK FOR GLOBAL ONLINES BUSINESSES

BUSINESS DOMESTIC MULTINATIONAL FRANCHISER TRANSNATIONAL
FUNCTION EXPORTER
Production Centralized Dispersed Coordinated Coordinated

Finance/ Centralized Centralized Centralized Coordinated

Accounting
Sales/ Mixed Dispersed Coordinated Coordinated
Marketing
Human Centralized Centralized Coordinated Coordinated
Resources
Strategic Centralized Centralized Centralized Coordinated
Management
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Strategies for Developing Global IST Business, cont.

◼ Reorganizing the IST business structure:

1. Organize your value-adding activities along lines of
comparative advantage.
◼ For example: marketing and sales functions should be located
functions where they can best be performed, for least cost and
maximum impact; likewise with production, finance, human
resources and information system technology departments
2. Develop and operate systems units at each level of corporate
activity—regional, national, and international- to serve: host
country system units, regional systems and transnational systems
3. Establish at world headquarters:
◼ Single office responsible for development of international systems
◼ Global Chief Information Officer (CIO) position
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Challenges of Global Business IT Systems

• Mitigating the challenges in global IT systems

– Agreeing on common user requirements
– Introducing changes in business processes
– Coordinating application development
– Coordinating software releases
– Encouraging local users to support global systems
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Challenges of Global IT Business Systems, cont.

• Typical scenario: Disorganization on a global IST scale

– Traditional multinational consumer-goods company based in
United States and operating in Europe would like to expand
into Asia markets -transnational strategy & supportive structure
– World headquarters and strategic management in United States
• Only centrally coordinated system is financial controls and reporting
– Separate regional, national production and marketing centers
– Foreign divisions have separate ERP systems for linkages
– E-mail systems are incompatible
– Each production facility uses different ERP system, different
hardware and database platforms, and so on
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Challenges of Global IT Business Systems, cont.

• Global IST systems strategy

– Share only core systems
• Core systems support functionality critical to firm
– Partially coordinate systems that share some key
elements
• Do not have to be totally common across national
boundaries
• Local variation desirable
– Peripheral systems
• Need to suit local requirements, i.e. Ease of Use, TFF
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LOCAL, REGIONAL, AND GLOBAL SYSTEMS

Agency and other

coordination costs increase
as the firm moves from local
option systems toward
regional and global systems.
However, transaction costs
of participating in global
markets probably decrease
as firms develop global
systems. A sensible strategy
is to reduce agency costs by
developing only a few core
global systems that are vital
for global operations,
leaving other systems in the
hands of regional and local
units.

FIGURE 10-16
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Strategy for Global IST Business Systems, cont.

1. Define core business processes.

- Conduct a business process analysis, identify and rank them
2. Identify core systems to coordinate centrally.
3. Choose an approach:
– Piecemeal and grand design approaches tend to fail.
– Evolve transnational applications incrementally from existing
applications.
4. Make benefits clear:
– Global flexibility – integrated, distributed & transnational systems
– Gains in efficiency – production, operation, supply and distribution
– Global markets and larger customer base – unleash new economies of
scale at production facilities
– Optimizing corporate funds over much larger capital base
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Strategy for Global IST Business Systems, cont.

• Management solution: Implementation

– Agreeing on common user requirements
• Establish short list of core business processes & support
• Develop common language, understanding of common
elements and unique local qualities
– Introducing changes in business processes
• Success depends on legitimacy, authority, ability to
involve users in change design process
– Coordinating applications development
• Coordinate change through incremental steps
• Reduce set of transnational systems to bare minimum
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Strategy for Global IST Business Systems, cont.

• The management solution (cont.)

– Coordinating software releases
• Institute procedures to ensure all operating units
convert to new update at same time for compatibility
– Encouraging local users to support global systems
• Cooptation: Bringing the opposition into design and
implementation process without giving up control over
direction and nature of the change
– Permit each country unit to develop one transnational
application, then throughout the world
– Develop new transnational centers of excellence - single
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Alternatives in Developing International Online Business

• Technology challenges for global systems, cont.

– Computing platforms and systems integration
• How new core systems will fit in with existing suite of IRM
applications developed around globe by different divisions
• Standardization: Data standards, interfaces, software, and
so on – should be integrated and be user-friendly
– Connectivity
• Internet does not guarantee any level of service
• Many firms use private networks and VPNs
• Low penetration of PCs, outdated infrastructures in
developing countries
• Starlink URL: [Link]
Wk-10
Alternatives in Developing International Online Business

• Technical challenges in a global systems (cont.)

– Software
• Integrating new systems with old legacy systems
• Human interface design issues, languages
• Software localization: converting software to operate
in second language
• Most important software applications:
– TPS and MIS
– SCM, EDI, and enterprise systems
– Collaboration tools, e-mail, videoconferencing
Wk-10
Alternatives in Developing International Online Business

Table 10.4
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Emerging Electronic Payment Models

• Drivers to innovations in electronic payments

– Changing consumer behavior & technology
• Shift towards personalized & seamless shopping anytime,
anywhere, any device – BYOD Model
• Online shoppers want fast shipping
• The emergence of (social) platform commerce
– Regulatory reforms & frameworks – online payment
• Payment Service Directive (PSD/PSD2)
• General Data Protection Regulation (GDPR)
• Interchange Fee Regulation (IFR)
Wk-10
Emerging Electronic Payment Models, cont.

2023

The Payment Service Directive, or PSD, was promulgated by the European Commission in
Fig 10.16 2007 as an initiative to harmonize online payments in the EU, and create a level
playing field for non-bank payment service providers to offer online payment solutions.
Wk-10
Emerging Electronic Payment Models, cont.

2023

The General Data Protection Regulation (GDPR) - objective is to give back to

Fig. 10.17 citizens the control over of their personal data, and to simplify the regulatory
environment for business (EU, 6 May 2018. ).
 Wk-10
Emerging Electronic Payment Models, cont.

2023

IFR to cap the Multilateral Interchange Fee (MIF); a fee paid by the acquirer to
Fig 10.18
the issuer with every card payment -aimed at actively supporting innovation and
reducing the costs of card transactions, especially for the merchant, and creating
a level playing field.
Wk-10
Emerging Electronic Payment Models, cont.

• Payments context, instruments & online

payment models
– Understanding the payment context
• A two-sided market with two distinct user groups who
play the same role in the transactions
• Each user group requires a different type of service for
the ‘platform’ or ‘network
• The two distinct user groups have distinct needs that are
independent
Wk-10
Emerging Electronic Payment Models, cont.

Fig. 10.19 A substantial user base and consumers need to be

convinced that they can use the payment method when they
need to transact , i.e. B2C, B2B, G2B, G2G, G2C
Wk-10
Emerging Electronic Payment Models, cont.

• Payments context, instruments & online

payment models, cont.
– Transaction context and the associated risk
• The ‘transaction context’ is the total of situational
circumstances in which three processes of the
transaction take place: agreement, payment and delivery.
• For buyer and seller risk is at the heart of every
transaction, as depicted in figure 9.15 (next slide)
Wk-10
Emerging Electronic Payment Models, cont.

Fig. 10.20 The risks involve: relation, location, product and timing
Wk-10
Emerging Electronic Payment Models, cont.

• Transaction processes are now disconnected in

time and place, introducing unbalanced risks.
– The four risk factors are:
• Relation (r) Do buyer and seller know or even trust each
other?
• circumstances Product (p) What is the value and
substance of the product involved?
• Location (l) Where does the transaction take place?
• Timing (t) In what order are Agreement, Payment and
Delivery executed?
Wk-10
Emerging Electronic Payment Models, cont.

Fig. 10.21 The risks involve: relation, location, product and timing
Wk-10
Emerging Electronic Payment Models, cont.
Table 9.6 A new payment method emerges
Wk-10
Payment Instruments
– The 12 categories for online transactions:
1. Credit Card
2. Debit Card
3. Pre-paid Card
4. E-wallet
5. Online Banking
6. Direct Debit
7. Invoice - Payment after Delivery – Instalments
8. Cash-on-delivery and Kiosk Payment
9. Mobile Money Payment
9. Direct Carrier Billing
10. Cryptocurrency.
11. Palm-Payment –WeChat

.
Wk-10
Emerging Electronic Payment Models, cont.
• Payment Instruments, cont.
– Online payment –recognized well-known logo:
• Example: 'credit cards', 'bank transfer' or 'payment-on-
delivery, mobile money transfers, e.g.
- Card payments - MasterCard, VISA, AMEX, Diners Club
- Bank transfer payments- from bank account to bank
- Direct debit payments transfer of funds (money) between
the payer's bank and the biller's bank
- Cash payments- 20 percent of all people worldwide
- Crypto-currency payments - digital currency
- Direct Carrier payments - charged to customer’s acc.

- Palm Payment Systems – No cash, No Card, No Phone

Wk-10
Emerging Electronic Payment Models, cont.
.

Fig 10.22
Wk-10
Emerging Electronic Payment Models, cont.

Fig
10.23

-Mobile Money
Wk-10
Emerging Electronic Payment Models, cont.

Fig 10.24
Wk-10
Emerging Electronic Payment Models, cont.

Fig 10.25
Wk-10
Summary

◼ Wk9 - Part 1: Work and Wealth

Globalization Work-Place, Electronic Payment Models
◼ Wk10 - Part 2: IT Professional Code of Ethics
Whistle Blower Protection, Winner Takes All

◼ Next…Next 11: End-of-Sem Exam Revisions

◼ Week 12-14: End-of-Sem Exam*
◼ Mode: *F2F*
LH-02 (BBIT GR A)
LH-04 (BBIT GR B)
B-02 (ACTRL)
Wk-10
Wk10: Group Assignment -Due Feb 02, 2026
(Submit your work in PDF through the BIT2316 Class email)
(1) Explain
competitive
advantages of
the emerging
Palm-Payment
Technology Video Case 1: [Link]

(5 Marks)
(2) Discuss netizens’
concerns that the
Government may have to
deal with before gaining
the trust of consumers
(5 Marks) Video Case 4:
[Link]
Use APA Ref Style [Link]