Group items tagged

“The point system has dramatically improved engagement + contribution on Moz. We’ve grown community content 200%+ in the past 24 months.”

Step 1: You need points.

But points are meaningless without a leader board.

Step 2: You need a leaderboard to get people’s competitive spirit out and allow them to compare and be compared against others.

Salesforce does the same with Nitro by gamifying real life. Sales guys get stats to see what they’re doing well, awards them with points and badges but it also lets them compare to others.

We can also use game mechanics to help people learn how to use our products – Richard mentions Ribbon Hero 2 where clippy teaches you how to use Microsoft Office products. Rather than having him jump up when it thinks you need help (as was the case back in the day) you have challenges to help clippy fix his CV, etc. Your userbase is having fun and you’re helping them learn about your product.

Encourage users to hand over data - it makes us smarter marketers.

Who does this? LinkedIn with the goals and “profile completeness” – SEOmoz does the same thing.

Badges?

Rich doesn’t know that Foursquare should work but the beauty of it is that does. Rich thinks this has to do with velocity and the fact that it makes quite boring stuff exciting and PR worthy – not knowing when a reward is coming and the fact that they come almost at random is what Rich feels makes this work.

Virtual Currency/Goods

If you have a crappy product it really doesn’t matter.

What could we do/take away from this?

Gamification for Good – IMOK, a checkin platform for kids. Connected just from one phone to the other and checking in lets the parent know they’re ok.

Reward with Status- top contributors in Webmaster forums will get flown out to Google and learn all sorts of things.

Create signups/sales with loss aversion

Help people drive their business

Generate Reviews- badge and point system for heavy users?

Increase signups

Reward for Gifting

Reward for Uplaoding Content

Generate links

Increase social shares

Motivate internally to do the same - get your inhouse team to answer FAQ type questions and reward them for their interaction and points.

Today, only one in four people are willing to whip out their iPhone or Android to buy goods. What’s to blame? Security concerns top the charts at 64 percent, but an underlying reason is that 46 percent of people just see their phones as devices to call or e-mail people. Perhaps people have not yet adopted the device as a utilitarian device, and instead use it only for its base functions, and perhaps entertainment.

Almost half of all mobile users purchase something via the device every three months, the study suggested, and more devices will be in circulation over the coming years.

Increasing numbers of online retailers are offering PayPal alongside credit cards, and eBay is to open a shop which encourages visitors to pay for goods with their mobile phones rather than at a conventional till.

Carl Scheible, Managing Director of PayPal UK, claimed, “We’ll see a huge change over the next few years in the way we shop and pay for things. By 2016, you’ll be able to leave your wallet at home and use your mobile as the 21st century digital wallet. 2016 will mark the real start of money’s digital switchover in the UK. We’re not saying cash will disappear entirely, but we’ll increasingly use our phones and other devices rather than our wallets to pay in-store as well as online.”

Scheible added that the “The lines between the online world and high street will soon disappear altogether. Children born today will become the UK’s first ‘cashless generation’. It will be completely natural for them to pay by mobile.”

PayPal said it expects to process more than $3.5 billion in mobile payment volume in 2011 – five times the volume it processed in 2010. By 2016, UK mobile retail sales will hit £2.5 billion, PayPal claims, as just over 14 million adults will regularly shop via their mobiles.

The second half of the NFC conundrum is that there are a lot of hands reaching for the supposed pile of money that NFC payments will enable. Look at Google's announcement of the Wallet product. Or the ISIS partnership between Verizon, T-Mobile and AT&T. Google is partnering with Mastercard, CitiBank, Sprint, FirstData, Verifone, VivoTech (the NFC partner), Hypercom, Ingenico and NXP (another NFC partner). All of these large companies are going to want a slice of the pie. Where does that leave the retailers? You know, the ones that are actually trying to make money with good and services? Sadly, on the outside of the circle. The carriers are the biggest culprits, wanting to take as much as 50% of transaction revenue because it is "going over their pipes." The financial services companies will be happy taking their normal rates in the 1.75% to 3% range as long as there is a promise that more people will pay electronically (read: sans cash). Between retailers, partners and infrastructure, NFC has years to go before it will be viable for all parties involved.

What will happen in this time frame? Think about the so-called "4G" technology WiMax. The technology is already becoming antiquated with LTE and all the major carriers are working on the next version after that. Sprint is keeping a hybrid of WiMax and LTE going forward but overall it is a tech that died before it even matured. NFC may be the same. What if there are massive leaps in quantum teleportation in the next several years? Does NFC become the WiMax of the payment world?

Maturation Of Direct Carrier Billing The "I do not see myself buying a fridge with this" line comes mostly from the direct carrier folks. Direct carrier billing is the perfect area for micro-payments and payments that stem from ease of use. Think of parking. If you could pay for your parking on the street with your phone, would that convenience be worth an extra couple of cents on the dollar to you? The direct to carrier ecosystem has evolved to the point where it actually makes sense for offline and online use. Zong (acquired by eBay for PayPal integration), PaymentOne and Boku are the leaders in this space. PaymentOne has processed $5 billion in mobile payments and lets users pay with their phone numbers, validating transactions via text. Zong allows that capability as well. Payment One's "One Care" features, announced last week at CTIA, makes direct to carrier billing safe and secure. Transparency is important in mobile commerce because consumers do not really trust their phones to handle their money quite yet. The most important aspect of direct to carrier billing now is that the revenue mechanism has been flipped. It used to be that merchants only got some 40% or less of payments while the carriers and partners took the rest. Even with high margin transactions, that is unacceptable. Today, direct to carrier billing provides the merchants with more than 80% of the revenue, sometimes nearly 95%.

The Dongle World: Smartphones As Credit Card Readers Square, VeriSign and Intuit are pushing hard into the dongle department. Jumio is doing the same thing, just without the dongle. There is not much to be said about the dongle world that we have not already touched on at ReadWriteWeb outside of the notion that it is bringing easy credit card readers to the mobile masses.

The dongle competitors are not worried about what is happening in the ecosytem because it does not really touch their core business. For instance, PayPal does not see NFC or dongles infringing on its business in any way, shape or form. As Laura Chambers, PayPal's head of mobile, said in a recent interview, "we are not worried about much in the ways of competition. There is a lot of white space in the industry for horizontal movement."

What Is PayPal Really Doing? In the interview with Chambers, the first question I asked was, "Why does it seem like PayPal has become a "me too" operator in mobile payments?" It is a fair question, even if Chambers balked to acknowledge that PayPal has been in "me too" mode for the last year or so. PayPal has ignored the dongle movement and NFC is not on its radar as a technology it feels it needs to integrate. "What is the difference between a tap versus a swipe?" Chambers asked. "We are working with what works in the current infrastructure ... We have sat down with consumers and merchants to work with them on what they want." PayPal is growing sideways because there is not a ton of room right now to grow vertically. PayPal will get into NFC solutions when the time is appropriate. Its strategy now is to create as much flexibility for consumers as possible through its mobile wallet program. PayPal's stance is data driven - the company can track when and what consumers buy from mobile phones and tablets. Hence, PayPal is focusing on the shopping end of the spectrum, as opposed to a pure payments play. "60% of people buy more and spend more on mobile," Chambers said. "But, we see that people are not really buying different things on mobile ... the No. 1 driver of growth in mobile payments is boredom." That fits in well with what PayPal sees as "couch commerce." They released a study recently saying that mobile shopping is going to boom this holiday season. As such, PayPal is ready to deploy an end-to-end solution for merchants and consumers to reward loyalty and provide deals and offers along with digital receipts. PayPal believes that it has a lot of room to grow in mobile through these types of horizontal movements. We are also seeing this on a non-mobile front with eBay partnering with Facebook and the Open Graph API and the new X.Commerce initiative that consolidates the PayPal, Zong, Magento, RedLaser and Milo technologies. The company is calling it an "open commerce ecosystem."

Future Of Mobile Payments This article is the first in a series of the trends in mobile payments that ReadWriteWeb will be working on in the next several months. There are a lot of questions and the answers are just beginning to emerge. Who are the winners in the space? Are retail shops in danger of "becoming expensive fronts for online shopping," as Chambers said in the interview? Does NFC really have potential to disrupt offline payments or is it just cool technology? These questions and more are what we will be tackling in the months to come.

Pat Polillo, vice president of sales and support for AJB, told me it’s unclear how many of AJB’s more than 140 major retailers will sign on with PayPal’s system when it becomes available later this year. But he said it’s an appealing option for retailers who don’t have to upgrade their point-of-sale hardware to accept payments from PayPal’s mobile payment system. He said five retailers have already asked if AJB will be working to support PayPal’s system.

“What’s nice about PayPal’s solution is it doesn’t require NFC hardware. That’s how you can envision that retailers would say it makes sense, because it uses the infrastructure already in their stores,” Polillo said.

PayPal plans to strike similar agreements with other payment ecosystems, PayPal spokesman Anuj Nayar told TechCrunch earlier this week.  Nayar told me recently that PayPal’s in-store payment system will roll out over the next 12 to 24 months. This is the beauty of PayPal’s approach because it doesn’t require consumers or merchants to have NFC devices, which is something PayPal has harped on a number of times. And if PayPal can do a good selling job on retailers, it has a pretty quick path toward a broad deployment.

But getting in stores is just the first step for PayPal. It has to show more value for merchants. As I wrote recently, PayPal is looking to leverage location-based offers to help drive traffic to retailers and encourage users to pay via PayPal, which can close the redemption loop and help show retailers the efficacy of using PayPal. But there needs to more ways for merchants and retailers to connect to consumers. Being able to establish a user’s presence inside a store will allow a merchant to send them offers and discounts. PayPal has shown off how it hopes to help merchants do this by encouraging users to scan QR codes when they enter a store for a coupon. And it is planning to let consumers scan items to check for inventory or purchase products directly from a store aisle and have it shipped home.

All of these other added elements are going to be necessary for PayPal to sell its system to merchants, who need more than just another payment system. Those elements will come in time but for now, PayPal is laying the ground work to be in a lot of stores later this year.

Any business that ignores these transformations does so at its own peril. Despite recession, currency crises, and tremors of financial instability, the pace of disruption is roaring ahead. The frictionless spread of information and the expansion of personal, corporate, and global networks have plenty of room to run. And here's the conundrum: When businesspeople search for the right forecast--the road map and model that will define the next era--no credible long-term picture emerges. There is one certainty, however. The next decade or two will be defined more by fluidity than by any new, settled paradigm; if there is a pattern to all this, it is that there is no pattern. The most valuable insight is that we are, in a critical sense, in a time of chaos.

To thrive in this climate requires a whole new approach, which we'll outline in the pages that follow. Because some people will thrive. They are the members of Generation Flux. This is less a demographic designation than a psychographic one: What defines GenFlux is a mind-set that embraces instability, that tolerates--and even enjoys--recalibrating careers, business models, and assumptions. Not everyone will join Generation Flux, but to be successful, businesses and individuals will have to work at it.

Digital competition destroyed bookseller Borders, and yet the big, stodgy music labels--seemingly the ground zero for digital disruption--defy predictions of their demise. Walmart has given up trying to turn itself into a bank, but before retail bankers breathe a sigh of relief, they ought to look over their shoulders at Square and other mobile-wallet initiatives. Amid a reeling real-estate market, new players like Trulia and Zillow are gobbling up customers. Even the law business is under siege from companies like LegalZoom, an online DIY document service. "All these industries are being revolutionized," observes Pete Cashmore, the 26-year-old founder of social-news site Mashable, which has exploded overnight to reach more than 20 million users a month. "It's come to technology first, but it will reach every industry. You're going to have businesses rise and fall faster than ever."

You Don't Know What You Don't Know "In a big company, you never feel you're fast enough." Beth Comstock, the chief marketing officer of GE

Within GE, she says, "our traditional teams are too slow. We're not innovating fast enough. We need to systematize change." Comstock connected me with Susan Peters, who oversees GE's executive-development effort. "The pace of change is pretty amazing," Peters says. "There's a need to be less hierarchical and to rely more on teams. This has all increased dramatically in the last couple of years."

Executives at GE are bracing for a new future. The challenge they face is the same one staring down wide swaths of corporate America, not to mention government, schools, and other institutions that have defined how we've lived: These organizations have structures and processes built for an industrial age, where efficiency is paramount but adaptability is terribly difficult. We are finely tuned at taking a successful idea or product and replicating it on a large scale. But inside these legacy institutions, changing direction is rough.

" The true challenge lies elsewhere, he explains: "In an increasingly turbulent and interconnected world, ambiguity is rising to unprecedented levels. That's something our current systems can't handle.

"There's a difference between the kind of problems that companies, institutions, and governments are able to solve and the ones that they need to solve," Patnaik continues. "Most big organizations are good at solving clear but complicated problems. They're absolutely horrible at solving ambiguous problems--when you don't know what you don't know. Faced with ambiguity, their gears grind to a halt.

The security of the 40-year career of the man in the gray-flannel suit may have been overstated, but at least he had a path, a ladder. The new reality is multiple gigs, some of them supershort (see "The Four-Year Career"), with constant pressure to learn new things and adapt to new work situations, and no guarantee that you'll stay in a single industry.

"So many people tell me, 'I don't know what you do,'" Kumra says. It's an admission echoed by many in Generation Flux, but it doesn't bother her at all. "I'm a collection of many things. I'm not one thing."

The point here is not that Kumra's tool kit of skills allows her to cut through the ambiguity of this era. Rather, it is that the variety of her experiences--and her passion for new ones--leaves her well prepared for whatever the future brings. "I had to try something entrepreneurial. I had to try social enterprise. I needed to understand government," she says of her various career moves. "I just needed to know all this."

You do not have to be a jack-of-all-trades to flourish in the age of flux, but you do need to be open-minded.

Nuke Nostalgia If ambiguity is high and adaptability is required, then you simply can't afford to be sentimental about the past. Future-focus is a signature trait of Generation Flux. It is also an imperative for businesses: Trying to replicate what worked yesterday only leaves you vulnerable.

"We now recognize that external focus is more multifaceted than simply serving 'the customer,'" says Peters, "that other stakeholders have to be considered. We talk about how to get and apply external knowledge, how to lead in ambiguous situations, how to listen actively, and the whole idea of collaboration."

Twenty-two EU member states signed the treaty at a ceremony in Tokyo on January 26. Other nations interested in signing the agreement have until May 2013 to do so. According to Wikipedia, the Anti-Counterfeiting Trade Agreement “creates a governing body outside national institutions such as the World Trade Organization (WTO), the World Intellectual Property Organization (WIPO) or the United Nations.” The scope of the agreement includes counterfeit goods, generic medicines, and pirated copyright-protected works.

The provisions of ACTA grant copyright holders direct powers to demand that ISPs remove material from the Internet, without the requirement of a court order, and permit foreign influence over ISPs in the United States. Advocates of the treaty seek to give copyright holders the ability to demand that users who do violate intellectual property rights have their Internet connections terminated as a punishment. To enforce such a system would require the creation of an individual Internet ID.

The Electronic Frontier Foundation (EFF) reports: The same industry rightsholder groups that support the creation of ACTA have also called for mandatory network-level filtering by Internet Service Providers and for Internet Service Providers to terminate citizens’ Internet connection on repeat allegation of copyright infringement (the “Three Strikes”/Graduated Response) so there is reason to believe that ACTA will seek to increase intermediary liability and require these things of Internet Service Providers.

The EFF has been vehement in its opposition to ACTA, particularly regarding the secrecy surrounding the treaty negotiations. Likewise, Michael Geist, in writing for Copyright News, asserted that ACTA was “shrouded in secrecy.” He pointed out that ACTA negotiations did not include civil society groups or developing countries, noting also that “reports suggest that trade negotiators have been required to sign non-disclosure agreements for fear of word of the treaty’s provisions leaking to the public.” The European Commission denied this allegations in 2008, arguing, “It is only natural that intergovernmental negotiations dealing with issues that have an economic impact, do not take place in public and that negotiators are bound by a certain level of discretion.”

As noted on Wikipedia, opponents of ACTA also assert that it will impinge upon freedom of expression and communication privacy. A large number of the World Trade Organization’s 157 members have voiced concerns that the treaty would have a negative impact on trade. Others have pointed out that ACTA does not include provisions for legal safeguards protecting ISPs from liability for the actions of their subscribers. Without such provisions, ISPs will be forced to invade the privacy of their subscribers in order to protect themselves. Aaron Shaw, research fellow at the Berkman Center for Internet & Society at Harvard University, stressed that “ACTA would create unduly harsh legal standards that do not reflect contemporary principles of democratic government, free market exchange, or civil liberties.”

The technology news and information website ArsTechnica.com argues that ACTA encourages ISPs to collect and provide information about suspects by providing for those ISPs “safe harbor from certain legal threats.” In protest against the treaty, the hacktivist group Anonymous hacked into the Federal Trade Commission’s cybersecurity advice website on January 24, replacing the homepage with the Anonymous logo, a rap song, and a message threatening more attacks if anti-piracy legislation in Congress were to pass. According to The Next Web: The message left temporarily on OnGuardOnline referred to the Stop Online Piracy Act, The Protect Intellectual Property Act and the Anti-Counterfeiting Trade Agreement. If they pass, the message said, "we will wage a relentless war against the corporate Internet, destroying dozens upon dozens of government and company websites."

"Mobile is one of the most talked about channels in the consumer cards and payments space and for good reason; it represents the most exciting opportunity in the industry for growth, engagement, and differentiation," said Mark Jackson, Director at ACG. "As a new channel, it is a blank canvas which enables providers to innovate for the consumer and demonstrate their relevance to the consumer's lifestyle. Therefore, it is not only commercially attractive, but also strategically important."

Go Social will also allow merchants to put their locations on social networks like Facebook and Foursquare, and track their deal campaigns across those networks. Since AmEx has all the payment information, it can track deal redemption fairly easily. Closing the offer to redemption loop is the singel biggest challenge in the daily deals space. Even Groupon Now, Groupon’s mobile app with instant deals, requires participating merchants to have iPhones and train staff on how to redeem the offers. AmEx doesn’t try to change the behavior of the consumer or the merchant, other than give them an incentive to pay with AmEx versus cash or a credit card.

While it all sounds good on paper, the proof will be in the quality and density of deals that AmEx can procure. This will be a battle between local sales forces. But it looks like Groupon and LivingSocial finally have some serious competition.

Jumio is introducing three products for online merchants: Netswipe Start, Netswipe Scanning and Netswipe Processing. Additional products, including a mobile solution, will be released later this year.

The idea of processing digital payments by scanning credit card information isn’t entirely new, we should note. Last month, for example, saw the launch of Card.io, a startup that is developing mobile applications also capable of scanning credit cards using smartphone cameras, and some other applications like AisleBuyer include similar features.

Mattes posits that online retailers and e-commerce site owners can quickly and easily implement Netswipe on their websites, and that the solution doesn’t rival but instead complements existing payment solutions that have usually already been deployed (PayPal etc.).

Jumio says credit cards that are used to pay for goods and services via Netswipe are not ‘photographed’ – rather, the scans are made using videostreaming technology, which enables the company to recognize and verify the card details without storing any data on the client side.

The main benefits for merchants to implement such a solution are: reducing the time between a customer’s decision to purchase something online and effectively making a transaction, minimize the friction (entering credit card information by typing can be tedious and distracting) and reducing fraud.

Jumio CEO Daniel Mattes says that, during the pilot phase, a survey with a focus group showed a decrease in churn rate from 52% to 21%. This may well have been more of an exception than the rule, but for most businesses even a 5 percent decrease would have a big impact on the bottom line.

Netswipe will, howevever, allow merchants to securely process payments both on the Web and mobile – and like Card.io, Jumio intends to enable third-party developers to integrate the technology into their own apps and services. It’s also worth noting that Jumio claims its technology is patented.

If all this is true, the Netswipe technology solution is one hell of a unique selling proposition for everyone involved – little or no downside and a lot of upsides for sellers and an additional, convenient method of payment for buyers.

The proof of the pudding is of course in the eating, as they say, so I’d be very interested to learn from online merchants and e-commerce business owners what their thoughts on the new service are.

With the Intuit GoPayment Prepaid Visa Card, merchants and retailers can have the funds they collect with GoPayment deposited into their GoPayment Card account. They can then use the card to make payments online, in stores and withdraw cash at ATMs everywhere Visa debit cards are accepted.

So who does this arrangement work for? For smaller businesses or individuals who don’t have a business bank account and still want to conveniently separate the money they make with GoPayment from their personal finances, this could be a good option. Using the prepaid card can also help merchants start accepting payments quickly as there is no bank account required to sign up. Those who prefer using a business or personal bank account can still choose to have their funds deposited into their bank account. And for the millions of U.S. consumers who are “unbanked,” a prepaid Visa card allows them to accept payments for a business without a bank account.

This makes GoPayment especially friendly for fledgling entrepreneurs or businesses who want to accept payments but don’t have a business bank account.

Gemalto is becoming a major player in the emerging market for TSMs. It has signed a deal to become the TSM for Deutsche Telekom and also Singapore’s nation-wide NFC system. It has also secured TSM deals with Barclaycard and Orange. Sebastian Cano, SVP Telecommucation for Gemalto, said the company has 45 NFC projects underway but the Isis deal would be the largest.

“The secure element will not be an open asset to allow people to write content to it or it will lose the first portion of it birth name,” said Hughes. “Any suggestion that a secure element is an SDK that sits on top of an open OS is a fanciful argument.”

I asked Ryan Hughes, the CMO of Isis, about the situation and he declined to comment on the Verizon situation. But he said that the secure element must be managed by a TSM and the owner of the device, which will be the carriers in the case of Isis. Creating a completely open situation where any company or developer can access the secure element would not be safe or practical, he said.

The deal is interesting because it follows word last week that Google Wallet has not been enabled to run on the Galaxy Nexus, Google’s flagship Android device which is expected to go on sale soon with Verizon. Verizon said it has not blocked the NFC application but is working on commercial talks with Google, which many have interpreted as Verizon holding back the wallet until its own Isis payment tool is available.

That suggests to me that we shouldn’t expect to see Google Wallet instantly enabled on Isis phones. It can still happen eventually and Verizon makes it sound like it’s just a matter of working things out with Google. But each Isis carrier will be able to decide what service provider gets access to their secure element, and it looks like it will not be a free-for-all. That makes sense on some level for security reasons but my hope is that ultimately, Isis members won’t find reasons to keep Google Wallet or other competing applications off their phones for too long. The NFC wallet market is just emerging and it will be good to have competition and options for consumers.

Commissions on those Credits netted Facebook $557 million in revenues in 2011. (Facebook writes in the S-1 that the “other fees” that it designates on the same line as Payments was “immaterial.”)

At this point, Facebook doesn’t take any commission on Credits that are purchased via mobile: that service—which uses the premium SMS channel to send a code to a user to redeem Credits on the main site, and then charges the amount directly to the user’s mobile bill—already has some other parties taking a cut, including the provider (eg Zong or Boku), the mobile carrier and even another processing middleman. Rather, Facebook’s cut comes in the form of a commission on the payments, similar to what Apple (NSDQ: AAPL) takes for transactions on its App Store. That fee is 30 percent.

Could Facebook eventually take more control of its payments, and potentially cut out some of those middle people? Probably not soon, in Court’s opinion. “Zong brought something to Facebook that it didn’t know how to do, and it became very deeply integrated,” he said. “I don’t see them starting to do what Zong does, which is connecting hundreds of operators.” Then again, he added, “When they have a worth of $100 billion with $10 billion on the balance sheet they can do pretty much anything they want.”

What’s interesting is that as Facebook starts to expand some of the other functionality on its mobile platform, that will also open up a lot more opportunities in terms of mobile transactions as well.

As Facebook enables and opens APIs to get publishers to build apps for its mobile platforms (via the web and apps), “Facebook will make sure those are monetized,” he said. “I have no doubt Facebook will be making money on mobile games and other content given the engagement and scale on mobile. There is an amazing opening there.” Paying for Credits that will actually get used on the device itself, he said, will be “even more natural.”

Facebook in the S-1 said it had 425 million monthly active users accessing the social network via mobile devices, with that number outpacing the growth of overall subscribers.

“Credits is a wallet that you can top up in all kinds of ways,” he said. “Facebook has created its own currency and has imposed that on anyone offering digital goods on Facebook.” If anything, that currency might have a life outside the platform, to to buy things outside of Facebook.

But even with the opportunity for Credits, Court doesn’t see this eventually overtaking revenues from whatever advertising Facebook plans to put on its mobile services “for a very simple reason,” which is down to how those games are played today. “If you look at Zynga, only between two and three percent of people who play actually pay. The rest play for free. Tt will be the same for Facebook on mobile, with only a fraction spending money,” he predicted. “With advertising, 100 percent of the population is exposed.”

Even though Facebook has listed “no mobile ads” as one of its risks on the S-1, it could be playing its cards very close to its chest: the last few days has been a lot of speculation already about how soon Facebook will launch those mobile ads.

Razorfish (via Digiday) says that it is already working on a pilot for rich-media ads for the social network.

The blog Inside Facebook, meanwhile, has put its money down on sponsored stories to be the “most likely” first stab at mobile advertising on the site, with running a mobile ad network the second-most likely option. (That’s one that we explored a bit yesterday as well.)

Update: Razorfish’s VP of mobile, Paul Gelb, has made a correction on how his comments were portrayed in the Digiday story (via Twitter): his agency is not working on any mobile ad buying with Facebook. “In the interview I was referring to rich media featured stories, not paid ads,” he said.

A Facebook spokesperson, via email, added the following: “We want to clarify that we are not working with any agency to create paid ads on our mobile platform.”

Much has been made of the mobile risks that Facebook laid out in its S-1 IPO filing earlier this week. Essentially, it’s seeing/pushing massive growth in mobile, but it still hasn’t tried out advertising, its most effective route to revenues, on this platform. That’s not to say it won’t. But meanwhile, there is another area where Facebook is already making money through mobile.

No bank card is needed and the customer is emailed a receipt for the goods.

A blog post from eBay said the system also works using a plastic card issued by PayPal that works like a credit card.

PayPal’s mobile payment system is an interesting experiment, but one that is likely to be overshadowed by NFC technology.

Mobile phone companies and banks are pushing hard to make contactless payments the norm. Last week, Visa certified smartphones from LG, Samsung and RIM as safe to use its NFC payment system.

NFC is far simpler and quicker than PayPal’s system as you simply need to touch your card on the reader without entering any codes.

That said, NFC payments have a limit of £15 to £20 so there is potential for a mobile payment system for more expensive items.

Whether PayPal can take advantage of that market is unclear. Issuing customers who already own a Visa card with an NFC-enabled credit card is a relatively simple operation, but persuading people to fundamentally alter the way people they use PayPal by taking it offline is a much harder sell.

Also, PayPal has 106m active accounts, but there are more than 1bn Visa cardholders worldwide.

PayPal also announced that mobile payment volume reached $4bn in 2011, more than five times the volume in 2010.

Its revenue increase 28% year-on-year, and net total payment volume grew 24% to $33.4bn in Q4 compared to the same period the year before.

eBay achieved revenue of $3.4bn in Q4 2011, a 35% increase on the same period in 2010.

For the full year revenue increased 27% to $11.7bn.

This is a much bigger deal than it may seem, as World Payments Report 2011 informs: -- 15% of all card transactions will be mobile by 2013.-- 20 billion credit card transactions take place each year.

PayPal should be shaking in its boots. And as for Google Wallet? One day, you'll be paying for your public transit fees using iTunes and your iPhone.

There's three ways Apple may choose to create a payment infrastructure. It is possible there are more, but we'll settle on three for now:

-- NFC support in the iPhone 5Advantages: NFC is fully supported by the credit companies.Disadvantages: NFC isn't yet ready for prime time, but is expected to reach a much wider market by 2013.

-- Bluetooth-based payments: Advantages: It is possible now to use Bluetooth to make secure payment exchanges.Disadvantages: There's no agreed financial Bluetooth-based transfer standard, meaning there's no back-up or insurance in case of fraud.

-- Over-the-airAdvantages: Does it matter if you wave your device across a terminal? Why not pay from where you are? You could buy goods and services in this way.Disadvantages: I would argue that Apple's devices would still require RFID tags in order that payment status be easily verified. If RFID is required, then NFC makes sense.

What makes Apple's iTunes approach effective is that by using its existing credit service as a bank, it achieves an immediate potential user base of hundreds of millions of people, while also offering an extra layer of protection between banks and customers. If fraud takes place, Apple's insurance should protect a customer, reducing the risk to the banks.

Tie these NFC systems up with Apple's other in-development mobile technologies and there's lots of potential scenarios.

Some statistics may be of interest:-- 50,000 Dutch nurses now use NFC  to track and manage home healthcare visits.-- The Museum of London already offers interactive NFC services.-- Over 60% of manufacturers plan to put NFC in cars.