Mobile at the Base of the Pyramid: Mozambique
Growing Innovation Š2014 infoDev / The World Bank | 1818 H Street, NW | Washington DC, 20433 Email: info@infoDev.org | Tel + 1 202 458 8831 | Twitter: @infoDev www.infodev.org
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Mobile at the Base of the Pyramid: Mozambique
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© 2014 International Bank for Reconstruction and Development / The World Bank Mailing Address: MSN I9-900 1818 H St. NW, Washington D.C., 20433 USA Telephone: (+1) 202-458-4070 Website: www.infoDev.org Email: info@infodev.org Twitter: @infoDev Facebook: /infoDevWBG Some rights reserved. This work is a product of the staff of infoDev / World Bank. Note that the World Bank does not necessarily own each component of the content included in the work. The World Bank therefore does not warrant that the use of the content contained in the work will not infringe on the rights of third parties. The risk of claims resulting from such infringement rests solely with you. The findings, interpretations, and conclusions expressed in this work do not necessarily reflect the views of the donors of infoDev, The World Bank, its Board of Executive Directors, or the governments they represent. The World Bank does not guarantee the accuracy of the data included in this work. The boundaries, colors, denominations, and other information shown on any map in this work do not imply any judgment on the part of The World Bank concerning the legal status of any territory or the endorsement or acceptance of such boundaries. Nothing herein shall constitute or be considered to be a limitation upon or waiver of the privileges and immunities of The World Bank, all of which are specifically reserved. All photographs courtesy of The World Bank.
Rights and Permissions This work is available under the Creative Commons Attribution 3.0 Unported license (CC BY 3.0) http:// creativecommons.org/licenses/by/3.0. Under the Creative Commons Attribution license, you are free to copy, distribute, transmit, and adapt this work, including for commercial purposes, under the following conditions: Attribution—Please cite the work as follows: infoDev. 2014. Mobile at the Base of the Pyramid: Mozambique. Washington, DC: World Bank. License: Creative Commons Attribution CC BY 3.0 Translations—If you create a translation of this work, please add the following disclaimer along with the attribution: This translation was not created by The World Bank and should not be considered an official World Bank translation. The World Bank shall not be liable for any content or error in this translation. All queries on rights and licenses should be addressed to infoDev, The World Bank, MSN: I9-900, 1818 H Street NW, Washington, DC 20433, USA; email: info@infodev.org
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Acknowledgments
This study, “Mobile at the Base of the Pyramid,” was commissioned by infoDev, a global technology and innovation program at the World Bank. The study was carried out under the supervision of Maja Andjelkovic of infoDev and prepared by Research ICT Africa’s lead researchers, Steve Esselaar and Christoph Stork. This report was made possible by the support of the Swedish International Development Cooperation Agency.
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Table of Contents
List of Acronyms and Abbreviations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .v Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 BoP in Mozambique . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Evolution of App Adoption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Business Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Basic Business Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Freemium Business Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Multisided Platform Business Models . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Revenue Sources—Paths to Monetization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Payment Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Premium SMS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Airtime and Direct Carrier Billing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Mobile Money . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Vouchers and Scratch Cards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Conclusions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Distribution Channels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Conclusions and Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Annex A. Mobile Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
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List of Acronyms and Abbreviations API app BoP CPC CPM DCB ICT IFC IP MEST MNO OS RIA RoP SMS USSD VAS VAT
application programming interface mobile application base of the pyramid cost per click cost per thousand impressions direct carrier billing information and communication technology International Finance Corporation Internet protocol Meltwater Entrepreneurial School of Technology mobile network operator operating system Research ICT Africa rest of the pyramid Short Message Service Unstructured Supplementary Service Data value added services value added tax
All dollar amounts are U.S. dollars unless otherwise indicated.
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Introduction
Apps may be used as stand-alone applications or used to support or complement products or services. A third usage is content delivery of some sort. Products and services offered via mobile phones can further be differentiated as mobile services, mobile applications, and the mobile web. • Mobile services include premium (short message service) SMS, USSD,1 and voice services, which can be offered to any mobile user, including basic phone users. These services fall under the scope of the study, as they cater for 80 percent of base of the pyramid 1 USSD stands for Unstructured Supplementary Service Data. USSD is a protocol used by GSM cellular networks to communicate with the mobile network operator servers. The most common usage of USSD is for mobile money services. Unlike SMSes, USSD messages create a real-time connection to the server during a session that remains open, allowing a two-way exchange of a sequence of data.
(BoP) users, who are mostly using basic phone. These services may be integrated with mobile apps and mobile web services. • Mobile web services are services provided through mini browsers, such as Opera Mini. • Mobile applications are software packages that run on a feature and/or Smartphone with an associated operating system (OS) (Symbian OS, Android, iOS, and so forth). All three services belong to the same ecosystem and may be combined in a set of products. An application may use premium SMS as input from customers to deliver analytics to a business via a mobile application or mobile web. Mobile web per se would be out of the scope of this study, but it is included where used in the context of mobile apps or services. Most websites have a mobile web view, but including the mobile web in a mobile app study would mean including most e-commerce sites.
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BoP in Mozambique
This section draws on a nationally representative household and individual information and communication technology (ICT) access and usage survey conducted by Research ICT Africa at the beginning of 2012 in Mozambique.2 For
2 Research ICT Africa, “Household and Small Business Survey” (2012), http://www.researchictafrica.net.
the purposes of this report, the BoP refers to the infoDev definition of $2.5 per person per day.3 Individuals (adults of 15 years or more) were classified in terms of average household income, that is, household income divided by household size. Only 14 percent of the BoP has access to a bank account and about 42 percent own a mobile phone. What is remarkable is that mobile phone 3 infoDev, “Mobiles at the Base of the Pyramid,” infoDev Project Concept Note, August 2011, http://www.infodev .org/infodev-files/resource/InfodevDocuments_1114.pdf.
TABLE 1: National Representative Survey Results for Mozambique at Beginning of 2012 Mozambique
BoP
%
Number
%
Number
Do you have a bank account (bank or post office)?
16%
2,073,545
13.9%
871,641
Do you own a mobile phone?
42.5%
5,514,603
42.1%
2,661,388
Prepaid
97.9%
5,336,183
99.4%
2,607,103
Mobile phone capable of browsing the Internet
30.1%
1,652,419
22.3%
590,670
Facebook,Twitter, Mxit, or other social networking
11.6%
640,915
9%
239,059
Browsing the Internet
17.7%
973,901
9.8%
259,060
11.1%
1,436,215
7.7%
484,798
First used the Internet on a mobile phone
54.2%
657,453
70.4%
143,550
First used the Internet on a computer or laptop
45.8%
778,761
29.6%
341,248
Used the Internet on a mobile
83.7%
1,201,530
81.8%
396,567
Used the Internet at work
33.7%
315,651
11%
28,598
Used the Internet at a place of education
30.7%
287,270
19.1%
49,656
Used the Internet at Internet café
55.3%
517,304
45.8%
119,109
Signed up for any online social network (Facebook, etc.)?
58%
543,029
69.8%
181,454
Among 15+ mobile phone users
Do you ever use the Internet? (Gmail, Google, Facebook, Mxit, email)
Among 15+ Internet users
Source: Research ICT Africa.
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ownership in the BoP is similar to that of the national figure, indicating that mobiles are tools used across income groups. Of those that own a mobile phone, more than 99 percent are prepaid among the BoP. Mozambique is a cash society, and even affluent mobile users prefer prepaid over postpaid and pay for their mobile handset in cash. Of those owning mobile phones, only 10 percent of the BoP use them to browse the Internet. Looking at the data from the perspective of general Internet use, 8 percent of the BoP accessed the Internet in 2012 and the vast majority started using the Internet on a mobile phone (70 percent). The majority of Internet users (82 percent) use mobile phones to log on to the Internet. Interestingly, Internet café use for the national average is higher than for the BoP. This may be due to various reasons. The likely ones are that mobile Internet is more private, cheaper, and more convenient to use for Internet-based communication and social networking. Classical Internet use, such as web browsing and gaming is more convenient in an Internet café but less of a priority among the BoP. What can be concluded from this for mobile application development? • In 2012, 22 percent of BoP mobile users had a handset that was capable of browsing the Internet and about 10 percent of BoP mobile
phone owners used their mobile to actually browse the Internet. This figure may have increased since the survey was conducted at the beginning of 2012, because smartphone and feature phone prices have dropped considerably. For example, an entry-level Android smartphone now costs $70.4 • Mobile money was not available or was only being launched at the time of the 2012 survey. Mobile money adoption therefore could not be assessed. What is clear, however, is that about 86 percent of the BoP do not own a bank account. Vodacom stated that they had about 250,000 activated users in November 2013 and mKesh had just 157,000. Mobile money use is thus still very limited as a means of collecting revenues, but that may change within a short period of time. SMS or airtime-based payments are the only feasible way at this stage for the BoP to pay for apps or services. The other alternative is to use multisided platforms where the BoP does not pay and money is collected through conventional means like check or bank transfers from companies and public institutions through a subscription or advertisement model.
4 Margaux Pelen, “What a $70 Smartphone Means for Mobile in Africa,” Medium (October 28, 2013), https:// medium.com/what-i-learned-today/99674f8d4f6f.
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Evolution of App Adoption an SMS aggregator, which lowers the share that a developer receives from a premium SMS. Typically, a developer could expect to retain between 20 and 40 percent of the nominal value of a premium SMS. Mobile application (app) adoption can be graded in three stages for people living at the BoP.
• Stage 2—Feature phone. The increasing prevalence of feature phones in stage 2 weakens the control of the MNOs because it opens up the possibility of third-party app stores, such as the Nokia Ovi Store, which targets feature phone users and is able to negotiate better payment terms with operators by aggregating volumes via its app store. Prices for feature phones and smartphones are declining and penetration within the BoP is increasing. Feature phones, for example, open up another potential revenue source: webbased services that are available through mini browsers, such as Opera Mini. Stage 2 has the advantage that the developer has more control
• Stage 1—Basic phone. Basic phones are used and services can only be provided via SMS or USSD. About 78 percent of BoP mobile phone users in Mozambique only use a basic mobile phone, which cannot be used to browse the Internet. The distribution of services and collection of revenues is entirely in the control of the mobile network operators (MNOs). MNOs charge between 40 and 60 percent of the aftertax and after-sales commission on premium SMS revenues. These revenue shares are not cast in stone and may be negotiated. Vodacom Mozambique requires a developer to go through
FIGURE 1: Evolution of Mobile Adoption in Mozambique Stages
Stage 1: Mobile voice & SMS
Stage 2: Mobile voice & data
Stage 3: Mobile computing
Revenue sources: Mobile operators
Airtime Share of premium SMS Share of mobile money fees
Airtime Share of premium SMS Share of mobile money fees
Airtime Share of premium SMS Share of mobile money fees
Revenue sources: Developer
Share of premium SMS
Web Share of premium SMS Mobile money
Share of app sales Mobile money revenue Web Share of premium SMS
Revenue sources: Third Party
Share of premium SMS Share of mobile money fees
Share of premium SMS Share of mobile money fees
Share of app sales Share of premium SMS Share of mobile money fees
Distribution channel
Mobile operators
Mobile operators Web
Mobile operators Web App stores
Technology
Basic mobile
Feature phone
Smart phone
Mozambique:
approx. 78% of the BOP
approx. 20% of the BOP
approx. 0–5% of the BOP
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over distribution and, therefore, revenue flows. But control over revenue flows is premised on the availability of payment mechanisms other than premium SMS, such as mobile money, so that developers no longer have to pay the high rates that MNOs charge for premium SMS. Mobile web typically charges via PayPal or credit cards. Advertisement for the mobile web is limited by small screen sizes. The various screen sizes also make it difficult for developers to program apps for feature phones. • Stage 3—Mobile computing. Smartphones open up a third revenue stream for developers: app sales, in-app sales, or in-app advertisement. Some MNOs operate app stores, but the most popular are OS-based stores such as Google Play, iTunes, and BlackBerry App World. App developers can upload their apps to Google Play for free download, but they cannot directly arrange for paid downloads or in-app purchases. A way around this would be to partner with developers in countries where Google Play has commercial partners, but there are none in Africa.5 A further option would be
an operator app store that collects the app price on behalf of Google in the Google store. Mcel is planning to launch an app store in midto late 2014. The ecosystem in stage 3 has widened to include additional players in the form of Google, Apple, BlackBerry, Facebook, and Nokia. However, app developers targeting the BoP need to consider that 80 percent of the BoP mobile phone owners are still in stage 1. It’s changing rapidly, but the transition to stages 2 and 3 will take time. App stores usually take a 30 percent cut, leaving developers with 70 percent, a major improvement over premium SMS. Operator app stores that link to iTunes and Google Play may take a higher revenue share to include a markup for their operating expenditure and marketing of the app store. Smartphones in stage 3 allow developers the widest choice of revenue collection and control over distribution. The smartphone penetration among mobile phone users of the BoP in Mozambique is still very low—below 5 percent— but it is expected to increase because of Androidbased smartphones costing below $70 coming on to the market.
5 Google Play, “Supported Locations for Developer and Merchant Registration” (2013), https://support .google.com/payments/answer/1385282?hl=en&ref_ topic=1385074.
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Business Models • Payment options include premium SMS, mobile money, airtime, credit or debit cards, and cash or checks.
A business is required to realize four goals: solve a problem, make a profit, obtain customers, and keep customers. Applied to app development, a developer has to choose a problem to solve and think about how to make money solving it. Revenues need to exceed costs, and the first important consideration is revenue source. Obtaining customers is about choosing the right distribution channel and using suitable payment facilities. Keeping customers is about continuously delivering value.
The combination of these aspects is reflected in various business models available for app developers. There are three categories of business models in order of complexity: basic, freemium, and multisided platforms. The basic business model category includes three versions: app store, VAS provider, and content provider. The key feature of the freemium business model is that it is a blended model: free services are offered alongside paid premium services. The third business model consists of multisided platforms. The key feature of a multisided platform is that it facilitates transactions between two (or more) distinct yet interdependent customers.
Decisions on distribution channel, revenue sources, and payment facilities are intertwined. Most developers choose several combinations, either sequentially or simultaneously.
Basic Business Models
• Revenue sources include in-app advertisement, pay per download of content or apps, in-app purchases, and upgrade of a free app to a more feature-rich one in return for a fee and subscriptions.
The three basic business models are displayed in figure 3: app store, VAS provider, and content provider. While there are no apps that are using these basic models in Mozambique, there are several examples in the Summary Report.
• Distribution channels include choices to sell via an app store or directly to subscribers of an operator through value added services (VAS).
App store
FIGURE 2: Overlap of Choices
Distribution Channel
Payment Facilities
Revenue Sources
The key feature of the app store model is that content or services are sold via an app store, such as Google Play or the Nokia Ovi Store. The developer gets a revenue share of the value of the app. For example, in the Google Play store, a developer receives 70 percent and Google Play 30 percent. The same applies to in-app purchases.6 In this business model, the key questions that a developer should ask are the following: • How does the developer gain visibility in the app store? • What is the payment mechanism? Google Play does not allow a business in any African country
6 Google Play, “In-App Billing Availability and Policies” (2013), https://support.google.com/googleplay/androiddeveloper/answer/1153481.
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FIGURE 3: Basic Business Models
App purchase
Revenue Developer
App Store Share
Monthly Businesses
Customers in-App purchase
Bulk SMS VAS Provider
Customers
subscription
Content Provider
to register as a merchant, so developers would have to go to other countries that are willing to act as intermediaries with Google. • What is the revenue share with the app store? The revenue share split for Google Play is 70/30, with 70 percent going to the developer. Local app stores may be less favorable but provide better visibility. • Are there any particular benefits of various app store choices and/or requirements regarding exclusivity? For example, local app stores may promote apps and may require exclusivity in return.
VAS provider The key feature of the value added services provider model is that content and/or service is distributed by bulk SMS, which is paid for by businesses. In this model, the distribution channel is not an app store, but the mobile network operator network. Key questions that a developer should ask: • Does the client provide the bulk SMS subscribers or are they accessed from a thirdparty database? • How does the developer market to businesses? Where does it find businesses
Premium SMS Bulk SMS
Customers
that are interested in sending bulk SMS to the developer’s customer base? Clients pay for bulk services via formal banking facilities and mobile money. The purchase and activation of bulk SMS is currently not automated. mNotify relies on Facebook for exposure. On average, it generates between $1,500 and $2,500 a month.
Content provider The key feature of the content provider model is that customers pay for content and/or services through premium SMS or interactive voice response (IVR). Premium SMSes are distributed via the MNO network. The content provider receives a small revenue share of the premium SMS value, but the main portion goes to the MNO. Key questions that a developer should ask: • What is the revenue share split between the MNO and the developer? • Will marketing be done by the MNO? If not, how will the developer ensure that customers are aware of their content or services?
Freemium Business Models Adding a layer of complexity are freemium business models. Freemium models are often
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used in conjunction with other business models, such as the content provider model. The key feature of the freemium model is that it is a blended model: there are free services along with paid premium services. Generally, there is a large user base using the free app, which is crosssubsidized by a smaller user base for the paid version. (The ratio between free and paid users is often around 10 percent.)7 The paid subscribers access both free and premium services (hence the “freemium” name). Key questions that a developer should ask: • What is the cost of providing content or services to free users? • Do the fees charged to the paying customers cover the free content as well as the cost of operation? • How many paid subscribers does the application need to break even? • How quickly or often do free subscribers convert to paid subscribers? There were no mobile applications in Mozambique that used the freemium business model. The Summary Report, however, has examples of apps that use this model in the other three countries (Ghana, Nigeria, and Zambia).
Multisided Platform Business Models More complex combinations of the three dimensions (distribution channels, payment facilities, and revenue sources) can be found in
7 A. Osterwalder and Y. Pigneur, Business Model Generation (New York: John Wiley & Sons, 2010).
multisided platform business models. Newspapers are a simple example of a multisided platform: newspapers can be sold below cost in order to attract more readers; in exchange, the newspaper can then charge more for advertisement space, effectively cross-subsidizing the newspaper readers. The key features of a multisided platform business model are as follows: • Network effect. The platform’s value is dependent on the number of users on each side. The larger the number of users on the one side, the more value that users on the opposite side see in the platform. • Facilitator. A multisided platform facilitates transactions between the different customer bases. • Distinct customers. The business model can differentiate between the different customer segments because distinct prices can be charged for each segment. • Interdependent prices. Prices for the various sides are interdependent, that is, lowering the price for one side allows an increase in the price for the other side. • Prices are set independently of cost. Allowing free download of an app is below the cost of developing the app. The zero price does not reflect the cost. The revenue to cover the cost is generated from the other side. There are two versions of the multisided platform business model. In the first version, customer segment A gets the service for free (or heavily subsidized) while customer segment B pays for the service. In the second version, customer segment A pays to advertise to customers of segment B (usually consumers), thereby allowing the platform to subsidize the content to consumers.
FIGURE 4: Multisided Platforms for App Development
Businesses
Monthly subscription
Businesses, i.e. Advertisers
Advertisement
Multisided platform
Multisided platform
Free SMS/USSD Bulk SMS
Free App
Customers (of the app)
Customers (of the app)
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Key questions that a developer should ask: • How can the developer attract sufficient A and B customers? • Which side (or segment) is more pricesensitive? • What is the optimal pricing for the interdependent markets? Free or low payment for one side and higher charges for the other, or more balanced payments? There are no apps using the multisided platform business model in Mozambique. The Summary Report, however, contains several examples of multisided platform businesses operational in the three other countries (Ghana, Nigeria, and Zambia).
Conclusions The best combination of these basic factors of payment facilities, revenue sources, and distribution channels will depend on the actual choices available in a country, the target audience, and the nature of product and services offered. The majority of potential customers are still using basic phones. Feature phones and smartphones
make up only 15–20 percent of the mobile subscriber base. Apps that are programmed for smartphones need to generate the required revenue from a smaller number of subscribers to sustain app development compared to an app developed for feature phones. A multisided platform is the most promising business model for apps, particularly in countries such as Mozambique, where payment facilities are limited or uneconomic. There are several examples of multisided platforms from the four countries, but most of the examples are from Nigeria and Ghana. This business model is insufficiently used in Mozambique. In terms of pioneering business models, Danfo Reloaded II from Nigeria exemplifies an innovative approach to the freemium business model. Danfo is a free app, and playing level one of the game is free. If gamers want to move to the next level, they have to purchase ChopUp coins, a virtual currency, using premium SMS. The potential of the Danfo model is that if it builds a large subscriber base, advertising could be a second revenue source, which would make it a multisided platform. More detail about the Danfo business model is available in the Summary Report.
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Revenue Sources—Paths to Monetization Globally, advertising and app purchases are the dominant mechanism for revenue generation (see figure 5). The trend for 2013 also shows a shift toward advertisements, in-app purchases, and the freemium models. The decision concerning the generation of revenues is at the heart of any business model. App developers have to make a choice about how to make money from their products and services, using fees and subscriptions to generate revenues from in-app advertisements, pay per downloads of content or app, in-app purchases, upgrades of a free app to a more feature-rich one, and so forth.
Developers in Mozambique have, in principle, the same choices as anywhere else, but they are constrained by various market factors that limit their choices and their ability to raise revenues when products and services are targeting local (that is, Mozambican) audiences:
TABLE 2: Types of Revenue Sources In-app advertisements
Advertisers pay app developers to place adverts within the app (e.g., at the bottom of the screen).
Pay per downloads
The most common model, where subscribers pay a fee to download the app
In-app purchases
Downloading the app is often free, but the user has to pay to use the app.
Freemium
Basic services are free. Advanced services (i.e., additional features) are charged.
Subscriptions
Frequent, regular payments to the app developer in order to continue using the app.
FIGURE 5: Share Revenue Sources Used among Global Mobile Developers (n = 2,167)8
38% Advertising
33%
32% Pay per download
34%
26% In-app purchases
19%
25%
Freemium
18% 12% 12%
Subscriptions 2013
2012
8 VisionMobile, 2013.
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• Smartphone penetration is still quite low in Mozambique.
The various revenue sources are discussed in table 3.
• MNOs own the distribution channels—via their SIM cards—to subscribers and take revenue shares of between 60 and 70 percent for content delivery.
Internationally, there is a shift toward advertisements, in-app purchases, and freemium models as sources of revenue. In-app purchases and advertising revenue are two of the most promising revenue sources in Mozambique. While mobile advertising is nascent in Mozambique, it represents an exciting potential market as app developers build large subscriber bases.
• Local app stores have limited subscriber bases or are just entering the market.
TABLE 3: Revenue Sources USSD/SMSbased content or services
VAS services have been offered for many years, such as ringtones, wallpapers, and daily horoscopes. Any developer considering providing services or content via this channel needs to be aware that the subscribers, the network, and the payment facilities are all in the hands of the MNOs. The remaining revenue share for developers is relatively small. At the same time, this is the most effective channel to reach large numbers of the BoP. Apps using this channel ideally should ensure that premium SMS is not the only revenue source and that it is complemented by others.
App purchases, App upgrades, and in-app purchases
When programming for a global audience and launching products through Google Play, Facebook, iTunes, and so forth, the mechanics are in principle the same, independent of the location of the developer, but in practice there are limitations. By far the most attractive platform for African app developers targeting the BoP is the Google Play store: its revenue split is 70/30 in favor of developers and the procedures for registering an app are relatively straightforward and transparent. Though the Google Play store is popular, the list of countries in which developers may register as merchants does not include a single African country. This means that developers are either restricted to free apps on Google Play or have to work through partners registered as merchants on another continent. In addition to selling an application, revenues can be generated by selling upgrades with more features or allowing in-app purchases.
In-app advertisements
In-app advertisements represent a promising source of revenue for app developers in Africa. The advertising model generally requires an intermediary to match advertisers with app developers or publishers. The attractiveness of a publisher to an advertiser is correlated to the size of its subscriber base. This is the key characteristic of a multisided platform.
Freemium
The freemium model reduces risk by allowing consumers to test out the company’s product or service and establish whether they would purchase more features. The freemium model provides a basic product/service for free but charges a premium for value-added features. This is a successful model for the BoP market because it provides a risk-free trial and the low-income consumer can clearly understand the benefits of the additional services that the paid product would provide.
Subscriptions
Monthly subscriptions are an attractive revenue source because of their stable cash flow. Companies may pay for a range of services, such as delivering bulk SMS to their customers, allowing customer to request information, informing farmers about market prices, and so forth.
Other revenue sources
Revenues may be generated in a number of other ways. Apps may be commissioned by public institutions, such as schools and clinics or companies. Contract work can be used to subsidize the business to develop other applications. Furthermore, apps may be designed to support business processes and to manage information and/or to receive and make payment. The revenue is then not generated by the app but by the supported business process. Many of the apps, especially in Ghana and Nigeria, rely on contract work to cross-subsidize app development.
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Payment Options
The main payment options for app developers to collect revenues can be grouped into operatorbased, mobile money, bank-based, and others. Operator-based payment facilities include premium SMS and airtime transfer. Mobile money has been placed in its own category because it can be operator-based or bank-based, depending on the regulatory framework. In Mozambique, mKesh and MPESA are both operator-based despite being set up as separate companies. Bank-based
payments are electronic transfers, payment by check, or with debit and credit cards. A fourth category that is neither bank- nor operator-based comprises scratch cards and vouchers. The cost of collecting revenues is different for each of these payment facilities and so is the availability. The upper limit, in terms of number of potential customers, that an app developer can target is 5.5 million, which is the number of Mozambicans 15 years or older who owned a mobile phone in 2012. This figure will be higher in 2013 and continue to steadily increase. Using formal banking facilities, apart from being less convenient compared to just sending an SMS, decreases the
FIGURE 6: Payments Options for App Developers in Mozambique
Payment Options
Mozambique
Operator Based:
Operator Based:
Premium SMS
Developer revenue share: 20–40% Customer base 15 : 5.5 million
Airtime transfer
Developer revenue share: 85–90% Customer base 15 : 5.5 million
Mobile Money:
Mobile Money:
Mobile money
Developer revenue share: 99% Customer base: 400,000
Bank Based:
Bank Based:
EFT/Check
Developer revenue share: 95% Customer base 15 : 2.1 million
Credit/Debit card
Developer revenue share: > 95% Customer base: unknown
Other:
Other:
Vouchers/Scratch cards
Developer revenue share: 95% Customer base 15 : 5.5 million
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customer base sharply, because only 2.1 million people have some banking facilities, including post office bank accounts. The number of Mozambicans with a credit card or debit card could not be reliably established, but it is significantly less than those with bank accounts. Vouchers and scratch cards potentially target the entire mobile user base, but the distribution channel would need to be built up from scratch and the actual target market would have to be local, unless one wants to distribute the vouchers along the airtime channels of operators, which would entail a significantly lower revenue share.
Premium SMS Premium SMSes are ordinary SMSes, but instead of content they entail a payment instruction. The airtime of the subscriber sending a premium SMS is reduced by a specified value, usually higher than the cost of an ordinary SMS. Because these messages cost a premium fee, they are typically designated a special number (a “short code,” which is usually four to eight digits in length). In some countries, usage of premium SMS can be restricted and is, therefore, controversial. For example, in Zambia, the regulator charges $3,000 for use of a designated short code in an attempt to control content delivery. In Mozambique, short codes are allocated largely to MNOs, making it difficult for app developers to get access. Premium SMS is the most attractive payment facility, because the target market consists of all 5.5 million mobile users in Mozambique.9 On one hand, the economics of premium SMS means that it is very difficult to make money unless the app attracts significant volume. On the other hand, if an app is able to attract a substantial number of users, then premium SMS rates are negotiable and revenue share for a developer may be higher than the standard rate.
9 Research ICT Africa, “Household and Small Business Survey” (2012), http://www.researchictafrica.net.
The revenue share that Mcel offers to developers depends on the business model and is negotiable to some extent. Mcel distinguishes between interactive and content-related VAS. • Interactive. For interactive VAS services, the revenue share that developers receive depends on the applicable SMS bands. Mcel keeps Mt 0.5510 for premium SMSes up to Mt 5; Mt 2.75 for premium SMSes of Mt 5.01–Mt 10; and Mt 6 for premium SMSes of Mt 10.01– Mt 20. Using the maximum value for each band leaves a return for the developer of 89 percent, 72.5 percent, and 70 percent, respectively. This is very generous compared to Ghana and Nigeria. • Content. For content-based premium SMSes, the operators receive 40 percent of the aftertax and after-sales commission value, which again is generous.11 The share of after VAT and sales commission that Vodacom keeps is higher at 50 percent. Using premium SMS as a payment facility is not ideal, but it is the only means of collecting revenues from a large user base in Mozambique. Developers would need to receive between 72,000 to 87,000 premium SMSes a month at Mt 5 nominal value to raise $5,000 per month. An additional problem encountered by developers and third-party aggregators in Mozambique is that payment by operators is often delayed by several months, while the VAT is payable to the state on invoicing. This places a burden on cash flow, because VAT is paid before funds are received.
Airtime and Direct Carrier Billing Airtime is, theoretically, an attractive alternative payment facility for premium SMSes. It has the 10 Mt = new metical (singular) or new meticais (plural). 11 Based on information from inoveIT.
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TABLE 4: Revenue Share for Premium SMS Mcel 5
Vodacom
10
20
10
20
5.0
10.0
20.0
5.0
10.0
20.0
VAT 17%
0.85
1.70
3.40
0.85
1.70
3.40
VAS 14% (dealer commission)
0.70
1.40
2.80
0.70
1.40
2.80
After tax revenue
3.45
6.90
13.80
3.45
6.90
13.80
Operator share (Mcel 40%, Vodacom 50%)
1.38
2.76
5.52
1.73
3.45
6.90
Remaining after operator revenue (after VAT and VAS commission and operator share)
2.07
4.14
8.28
1.73
3.45
6.90
Third-party developer 40% of remaining after operator revenue
0.83
1.66
3.31
0.69
1.38
2.76
Developer 60% of remaining after operator revenue
1.24
2.48
4.97
1.04
2.07
4.14
Developer share of nominal SMS value
25%
25%
25%
21%
21%
21%
72,464
36,232
18,116
86,957
43,478
21,739
Premium SMS nominal values in meticais
Premium SMS to be received to raise 150,000 meticais ($5,000)
5
Source: Mcel and Vodacom websites; author interview and calculations.
same attractive features: a potential subscriber base of 5.5 million and a payment method with which all subscribers are familiar. There are two challenges in using airtime as a payment facility: first, it can’t easily be integrated into an app; it requires a separate transaction, whereby the buyer has to send airtime to the seller and assume that the seller will honor the transaction. Second, mobile operators oppose the use of airtime as a payment mechanism12 and few developers interviewed plan to integrate airtime as a payment facility. Also, airtime as a payment facility has the challenge of cashing out: the accumulated airtime has to be resold in order to get cash. Direct carrier billing (DCB) is when the consumer’s mobile airtime is directly deducted when purchasing an app. In comparison to premium SMS, DCB offers greater flexibility: the payment can be deducted in-app rather than via sending or receiving an SMS. DCB is integrated directly into the mobile network operator’s billing platform. DCB is not available in Mozambique yet. 12 One of the reasons mobile operators oppose using airtime as a payment method is that Central Banks tend to discourage it, because it can potentially become an alternative currency and it can hide money laundering.
Mobile Money At the time of the Research ICT Africa household survey—at the beginning of 2012—mKesh had just been launched. Mobile money adoption therefore could not be assessed. However, it was established that about 86 percent of the BoP do not own a bank account and therefore can only pay by cash. Vodacom launched MPESA in Mozambique on May 16, 2013,13 and stated in November 2013 that they had about 250,000 active users. mKesh has about 157,000. Although mobile money use is thus limited as a means of collecting revenues, the potential is there if one considers that 400,000 users came on board within six months. The situation can change within a short period of time. The total cost for mKesh of cash to cash transactions ranges from 50 percent for micropayments of Mt 20 to 0.22 percent for paying the maximum amount of Mt 25,000. The actual costs to mobile money users may be considerably lower when, for example, paying merchants. The merchant payment fee for mKesh is Mt 1 per 13 allAfrica, “Mozambique: Vodacom Launches M-Pesa Service,” allAfrica (May 27, 2013), http://allafrica.com/ stories/201305280313.html.
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TABLE 5: mKesh Transaction Fees per Transfer Amount 20 Cash to Cash
5,000
10,000
25,000
Cash out at agent
5
8
12
25
50
Cash in
0
0
0
0
0
Transfer
5
5
5
5
5
10
13
17
30
55
50%
2.60%
0.34%
0.30%
0.22%
Cash in
0
0
0
0
0
Fee for paying a merchant
1
1
1
1
1
Total cost cash to merchant
1
1
1
1
1
5%
0.2%
0.02%
0.01%
0.004%
Total cost cash to cash Transaction cost for cash to cash as share of transfer amount
Cash to Merchant
500
Transaction cost for cash to merchant as share of transfer amount Source: mKesh website; author interview and calculations.
transaction. Mobile app developers may register as merchants and thus allow users to only pay Mt 1 instead of the Mt 5 transfer fee for payment. Developers can then convert mKesh to money once the maximum amount has accumulated and pay Mt 50 for a Mt 25,000 withdrawal, that is, a 0.2 percent transaction fee.
Transfers of Mt 20–100 are free for MPESA for a promotional period. New prices have not yet been announced. The free micro-transfer to registered users and Mt 3 to nonregistered users makes micro cash to cash transactions affordable with only a 15 percent total transaction fee, compared to 50 percent for mKesh. More important,
TABLE 6: MPESA Transaction Fees per Transfer Amount To Nonregistered User
To Registered User
20
500
5,000
10,000
25,000
20
500
5,000
10,000
25,000
Cash out agent
3
8
15
50
70
0
0
0
0
0
Cash in
0
0
0
0
0
0
0
0
0
0
Transfer (promotional prices for 0–100 Mt)
0
5
5
10
10
3
15
25
80
100
Total cost cash to cash
3
13
20
60
80
3
15
25
80
100
Transaction cost for cash to cash as share of transfer amount
15%
2.6%
0.4%
0.6%
0.32%
15%
3%
0.5%
0.8%
0.4%
Source: Vodacom website; author interview and calculations.
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merchant and point of sale (POS) payments are free of charge to the consumer.
For example, farmers in a particular location need to know market prices in other areas.
The application programming interfaces for MPESA and mKesh are not publicly available and have to be requested from operators.
Conclusions
Both mobile money implementations offer a promising avenue for developers to collect revenues. While free apps may be distributed through the global app store, mobile money may be used to provide services that can be accessed through the app (in-app purchases).
Vouchers and Scratch Cards Vouchers and scratch cards are ideal for local prepaid services. No app in Mozambique has been identified that uses vouchers. While not necessarily suitable for app stores, vouchers could be sold to activate subscriptions to mobile services that target mobile users in particular locations.
Premium SMS is the most viable payment facility in Mozambique, but the relatively small market size and the large share of the nominal value attributable to VAT, VAS commission, and operator and third-party aggregator revenue share means that earning potential is quite limited for content services. VAS based on interactivity, however, where developers keep 70 percent or more of the nominal value of VAT, is an attractive revenue source, as the revenue share for developers is the greatest, assuming a Mt 5 premium SMS value. The spread of smartphones will reduce the importance of premium SMS in favor of app stores such as Google Play. Mobile money will be the first choice for collecting revenues from users that do not have credit cards and/or PayPal.
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Distribution Channels
The availability of a mobile application is dependent upon its distribution network. Distribution can take place via an app store, a mobile operator (through USSD services, for example), or a local distribution network. Using USSD or SMS-based services for content delivery has the advantage of having the distribution channel already in place through mobile operators. This is the primary reason that operators use to justify their high revenue share. In addition, operators are actively marketing the VAS content on their platforms. App developers also have the choice of operator app stores, OS app stores, independent app stores, or local app stores. Neither Vodacom, Mcel, nor Movitel had an app store in Mozambique at the end of 2013. Mcel plans to launch an app store in the second quarter of 2014. For the smartphone market, international stores such as Google Play and BlackBerry World are
TABLE 7: Primary Platform Usage among Mobile Developers % of Developers Android
34.4%
iOS
32.7%
HTML5 mobile
17.3%
Windows Phone
4.5%
BlackBerry
4.2%
Other
7%
the primary distribution platform. Google Play and the Nokia Ovi stores are the ones that would be suitable for the BoP. BlackBerry World (formerly BlackBerry App World) is the third largest app platform in the world, after iOS and Google Play.14 Due to its efficient compression technology— resulting in lower bandwidth usage—BlackBerry is one of the most popular smartphones in Africa and is still seen as a viable development platform, despite its declining user base in Europe and North America. BlackBerry and iTunes are app stores targeted at more affluent users, due to the handset prices. In terms of global stores, there are several options. The basic features of each global OS store are summarized in table 8. Of course, distribution is driven by the size of the consumer market and an estimate of its potential size in the future. For example, BlackBerry is still a viable platform in Africa because of the large number of consumers that have BlackBerry phones. Uploading on Google Play is free and revenues are split 70/30. However, there is no payment facility available on the African continent for Google Play, which means that Mozambican developers need to either find a partner that is a registered merchant with the Google Play store outside Africa or the developer is limited to distributing free apps. Handset app stores, such as the Nokia Ovi Store, can be the best way to distribute apps for feature phones, depending on the target market. Google Play would currently only be an option for free apps, where the revenue is made through advertisement or other means.
14 VisionMobile, Developer Economics 2013. Developer Tools: The Foundations of the App Economy, http://www .visionmobile.com/product/developer-economics-2013the-tools-report/.
Source: VisionMobile, 2013.
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TABLE 8: OS App Store Features
Established
Revenue Share
Total # of Apps (approximate)
Apple App Store
2008
70/30
⏎1 million
BlackBerry World
2009
70/30
235,000
GetJar
2004
Free
750,000
Nokia Ovi Store
2009
70/30
120,000
Samsung App Store
2009
70/30
Unknown
Windows Phone Store
2010
70/30
125,000
Name
Source: App store websites and Wikipedia.
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Conclusions and Recommendations
The app environment in Mozambique is less constrained than in Nigeria and Ghana. The total market is smaller than Ghana and certainly Nigeria, but the revenue share for VAS providers is far more favorable. The payment facilities most suitable for app developers in Mozambique are premium SMS and mobile money: • Premium SMS is the most viable payment facility available in Mozambique and provides access to 5.5 million subscribers. Revenue share from MNOs in Mozambique is open to negotiation. • Mobile money implementation is also far more promising than in Nigeria and Ghana. First, it is operator-led and is being pushed through the same channel as airtime. Second, it allows affordable micro-payments, making mobile money the ideal payment facility for stage 3 of app evolution: the smartphone app stage. MPESA allows for free merchant payments, making micro-payments via mobile money equal to cash in terms of cost to consumers, but with added convenience and safety.
The choices for the distribution channel are limited in Mozambique due to the absence of operator app stores. Developers are limited to free apps on Google Play and other global app stores unless they partner with merchants from other countries. The limitation in distribution also restricts the available revenue streams. Revenues from app purchases, in-app purchases, and freemium fall away. This leaves two main revenue streams: • Advertising is a potentially profitable avenue. Downloading free apps on Google Play, for example, is easy and straightforward. Once critical mass has been reached, businesses or third-party advertisers may be approached for ad placement. However the app space is still very new and neither mobile money nor in-app advertisement has been implemented in apps. • The other promising alternative is to set up the app as a multisided platform, combining VAS and subscription services. The existing technical and commercial expertise levels are not efficiently aligned. Several promising apps that are in development at the Maputo Living Lab, for example, lack the commercial expertise to make them successful. Commercial and technical skills are equally important for the success of an application. An initiative to support app development could thus be to join technical and commercial expertise in hubs and incubators.
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References
allAfrica. 2013. “Mozambique: Vodacom Launches M-Pesa Service.” allAfrica, May 27. http://allafrica.com/ stories/201305280313.html. Google. 2013. “In-App Billing Availability and Policies.” https://support.google.com/googleplay/androiddeveloper/answer/1153481. Google Play. 2013. “Supported Locations for Developer and Merchant Registration.” https://support.google. com/googleplay/android-developer/answer/150324?hl=en&ref_topic=15867.
infoDev. 2011. “Mobiles at the Base of the Pyramid,” infoDev Project Concept Note, World Bank, Washington, DC. http://www.infodev.org/infodev-files/resource/InfodevDocuments_1114.pdf. mKesh website, accessed December 2013, http://www.mkesh.co.mz. Osterwalder, A. and Y. Pigneur. 2010. Business Model Generation. New York: John Wiley & Sons. Pelen, Margaux. 2013. “What a $70 Smartphone Means for Mobile in Africa.” Medium, October 28. https:// medium.com/what-i-learned-today/99674f8d4f6f. Research ICT Africa. 2010. “Household and Small Business Survey.” Confidential Report (commissioned by Intelecon). Research ICT Africa. 2012. “Household and Small Business Survey.” http://www.researchictafrica.net. Stemle, Cary. 2013. “Direct Carrier Billing: The World’s Most Popular Mobile Payment.” Mobile Payments Today (blog), October 15. http://www.mobilepaymentstoday.com/blog/11377/Direct-Carrier-Billing-The-world-smost-popular-mobile-payment-Infographic?rb=false. VisionMobile. 2013a. Developer Economics Q3 2013: State of the Developer Nation. http://www .developereconomics.com/reports/q3-2013/. VisionMobile. 2013b. Developer Economics 2013. Developer Tools: The Foundations of the App Economy. http://www.visionmobile.com/product/developer-economics-2013-the-tools-report/. Vodacom Mozambique website, accessed December 2013, http://www.vm.co.mz/en/Individual/M-Pesa. World Bank. 2012. Global Financial Development Database (GFDD), World Bank, Washington, DC. http://econ .worldbank.org/WBSITE/EXTERNAL/EXTDEC/EXTGLOBALFINREPORT/0,,contentMDK:23492070~pagePK:64 168182~piPK:64168060~theSitePK:8816097,00.html.
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Annex A. Mobile Applications Not a single application could be identified in Mozambique that satisfies the criteria of revenue generation and suitability for use by the BoP. Xava is a revenue-generating Android app that allows users to recharge prepaid airtime, but it requires a PayPal account, which in turn requires a credit card to load, thus excluding BoP users. Other promising projects were still in early development stages with the commercial side not firmed up. Generally, technical and commercial skills, both of which exist in Mozambique in abundance, are not effectively linked. When developers were asked how they intend to make money with their application, a frequent answer was that maybe the government or one of the operators could sponsor it. The following section contains brief descriptions of promising apps in Mozambique.
Xava Xava is an application of MillPรกginas and is the only application identified that currently generates revenue. It enables users to buy airtime from all three mobile operators and prepaid Internet
access for Internet service providers (ISPs). Xava is mainly a local service, but expatriates living abroad also use it to buy airtime or prepaid Internet access for friends and family members. It is available for iOS and Android. Payment is exclusively via PayPal, which in turn requires the user to have a credit card. It is thus not a suitable application for the BoP. It currently has about 10,000 users. A disadvantage of payment via PayPal is that purchases are in U.S. dollars and the transaction costs are more expensive than mobile money. With wider adoption of mobile money, Xava will lose customers in the medium term. MillPรกginas anticipates this trend and started an e-commerce platform for smartphones called Millelectronicos, which made revenues of $15,000 in its first three weeks. It will soon be available via mobile web, iOS, and Android. Payment is made through bank transfer and PayPal. mKesh and MPESA will be integrated in the future.
VAS Services Offered by inoveIT/Atmospheric inoveIT/Atmospheric is a collaboration between a technical service company and a third-party
FIGURE A.1: Xava Screenshot
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aggregator, combining commercial and technical expertise. Several content services are offered through the VAS channel.
After TV advertisements stopped, use went down significantly, but the service still has some regular users.
The first VAS was developed by the Eduardo Mondlane University. Each year prospective students have to sit exams to be admitted to the university. When exam results were released, prospective students had to line up to get access to their marks. inoveIT developed a system whereby students can send a premium SMS and receive their exam results back via SMS. The premium SMS costs Mt 10. After VAT, VAS commission, and operator revenue share, the university gets 60 percent and inoveIT 40 percent.
Projects at Maputo Living Lab
Another successful VAS content product has been an SMS translator. It was marketed via TV. Users can send a phrase or sentence to a short code for Mt 10 and receive the translated text back via bulk SMS. The TV channel receives 60 percent of revenues after all deductions (including operator revenue share) and inoveIT gets 40 percent.
The Maputo Living Lab (MLL; www. maputolivinglab.org) is a collaboration between the Eduardo Mondlane University and the Autonomous Province of Trento (in Italy). The goal of the MLL is to use information and communication technology to stimulate development and to create new business opportunities for the local community and also to create joint ventures with international investors. Several projects are currently being incubated at MLL. They are summarized in table A.1. The projects developed at MLL are mostly VASrelated and are in the early stages of technical development. Not much attention has been given to the commercial side. A commercial coaching component could improve the hub’s effectiveness.
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TABLE A.1: Projects Developed at the Maputo Living Lab Project
Description
Potential Revenue Source
moWoza
A supply chain solution that can be accessed via mobile phone allowing cross-border traders (CBT) and other lowincome traders in Mozambique and South Africa to access information and order consignments of everyday essential products, which can then be collected from convenient locations. CBTs typically do not make much profit once they account for transport costs, time away from business, and risk associated with cross-border trade. Aggregation of orders and bulk transport of goods across the border would save time and the transport costs of CBTs.
Commission on orders that are placed through the system
RIMA
Software integrated with Google Maps for the RIMA river area to warn before floods, inform during floods, and assist post-flood support. Information is provided through bulk SMS and data on smartphones and feature phones.
Monthly subscription from farmers, local governments, and cooperatives
Tourist information system for public transportation routes, taxi locations, and average taxi fares for Maputo. Additionally tourist information on places of interest and cultural events is provided.
1) Localized advertisement based on triangulated or GPS-determined positions
mGuide
Ads are being explored as well
2) Subscription from taxi drivers for inclusion in the list of taxis close to users position 3) Revenue share of premium SMS sent by user to request taxi
TicagroMet
Improve maternal health and vaccine reminder
Real-time weather information and forecasts targeted at specific farmers’ needs are supplied via SMS and to Android phones. Future forecasts aimed at the fishing industry are planned.
Revenue share of premium SMS
Prenatal and maternity support and vaccine reminders for children to reduce infant mortality. SMSes will be sent to pregnant women, community leaders, and friends of pregnant women: messages will be sent three days before, the day before, and the same day—in total, nine SMSes per pregnant woman per vaccination and 41 SMSes until the child is 11 months.
Subscription by local clinics, Ministry of Health, UNICEF, and other donors
Monthly subscriptions
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Mobile at the Base of the Pyramid: Mozambique
Growing Innovation Š2014 infoDev / The World Bank | 1818 H Street, NW | Washington DC, 20433 Email: info@infoDev.org | Tel + 1 202 458 8831 | Twitter: @infoDev www.infodev.org
Mobile
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