© 2020 Deloitte Finance 01
The App Economy in the European Union
A review of the mobile app market and its contribution
to the European Economy
June 2020
© 2020 Deloitte Finance 02
Disclaimer
This report (hereinafter "the Report") was prepared by Deloitte Finance, an entity of the Deloitte
network, at the request of ACT | The App Association (hereinafter "App Association") according to
the scope and limitations set out below.
The Report was prepared for the sole purpose of presenting an overview of mobile applications’
contribution to the European economy and estimating its economic weight, in terms of value creation
and jobs in 2020. It must not be used for any other purpose or in any other context. Deloitte Finance
accepts no liability in the event of improper use.
The Report is intended to be used exclusively by the App Association. No other party apart from the
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accepts no liability to any party other than the App Association with regard to the Report or its
contents.
The information contained in the Report was provided by the App Association or retrieved from other
sources clearly referenced in the relevant sections of the Report. Although this Report has been
prepared in good faith and with the greatest care, Deloitte Finance does not guarantee, expressly or
implicitly, that the information it contains is accurate or complete. In addition, the findings in the
Report are based on the information available during the writing of the Report (April 2020). The
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Table of
Deloitte Economic Advisory 3 / 62
Contents
The App Economy in the European Union 1
Executive summary 5
1 Mobile app platforms and the “economy of platforms” 8
1.1 Mobile app markets are typified by a specific market structure 8
1.1.1 A presentation of app platforms 8
1.1.2 App stores are “multi-sided markets” 10
1.2 The positive effects of app stores 12
1.2.1 App platforms generate benefits for app developers 12
1.2.2 Economic theory highlights various benefits introduced by app platforms for consumers
16
1.3 App stores have an impact beyond the platforms' direct users 18
1.3.1 App stores generate indirect network effects 18
1.3.2 The platforms have been proactive in addressing several challenges such as personal
information or payment 19
2 The economic weight of the mobile app market in the European Union 21
2.1 Presentation of the mobile app market in the European Union 21
2.1.1 Increasing adoption of the app-ecosystem the European Union 21
2.1.2 Business models of the app economy 21
2.2 The app-ecosystem stimulates growth and increases consumer well-being 23
2.2.1 The app ecosystem creates new services 23
2.2.2 The app-ecosystem increases efficiency in firms 26
2.2.3 The app-ecosystem has a positive impact on consumer well-being 26
2.3 The value created by the app economy in the European Union 27
2.3.1 The app economy creates value in the European Union via several channels 27
2.3.2 Direct economic impact of the mobile app market in the European Union 27
2.3.3 Revenue due to the spillover effect on the retail sector: M-commerce 29
2.3.4 Indirect economic impact of the mobile app market in the European Union 30
2.3.5 Total economic impact of the mobile app market in the European Union 32
2.4 The app economy and job creation in the European Union 32
2.4.1 The diversity of jobs created by the app economy 32
2.4.2 Total number of jobs generated 33
2.5 Impact of the public COVID-19 crisis on the app economy 35
3 Mobile apps will shape the economy of tomorrow 37
3.1 Success stories of firms that integrated apps into their business model 37
3.1.1 Medical sector 37
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3.1.2 Airline and Railway companies 38
3.1.3 Shopping 41
3.2 Pure Players 43
3.2.1 Health and lifestyle 43
3.2.2 Travel 46
3.2.3 Games 47
3.3 Seizing mobile apps’ potential: technologies and companies of tomorrow 49
3.3.1 Apps of the future 49
3.3.2 Developers’ point of view on the future of the app sector 51
4 Conclusion 55
5 Appendices 57
5.1 Methodology to determine the size of the smartphone-only population 57
5.2 M-commerce revenues 57
5.3 The number of induced jobs 57
Bibliography 59
Deloitte Economic Advisory 5 / 62
Executive summary
The introduction of smartphones reshaped the way Europeans interact in almost all areas of
personal and professional life. Apps
1
developed by third-party companies are an essential part
of the way mobile devices provide services. Depending on the service, apps may also run on
other types of devices, such as connected televisions, game consoles, virtual reality headsets
or PCs. This report focuses on the mobile channel. The purpose of this document is to analyse
the benefits introduced by mobile apps and the quantification of the European Union’s mobile
app economy.
Our research demonstrates the positive impact of app stores
2
:
• App stores have enabled disintermediation between buyers and developers which is one way
through which app stores reduce transaction costs for app developers and their users.
• App stores reduce entry barriers for developers and therefore increase the level of
competition.
• App stores increase consumer trust and security by creating a trustworthy platform for users
and developers.
The direct revenues of the app economy in the European Union
3
amounted to
€86 billion in 2019 – these are revenues for mobile app developers. In comparison, box office
revenues in the EU stood at €6.8 billion in the same year, and revenues for the provision of
sporting and recreation services
4
was estimated at 145 billion.
Including direct and indirect contributions, the app economy generated €187 billion in
revenue throughout all sectors of the EU’s economy. The breakdown of this sum is as
follows:
• Direct contributions are estimated at €86 billion with the following categories:
i. Advertising revenue: €23.3 billion
ii. Paid downloads, subscriptions and in-app purchases: € 5.7 billion. Mobile games
represented 67% of this revenue
iii. Contract work: €55.6 billion
iv. Mobile-commerce: €1.6 billion is attributable to the app sector (out of a total of
€394 billion total revenue)
• Indirect contribution: €101 billion in indirect contributions due to additional business
and household consumption triggered by app development.
In terms of value added, the app economy represented 0.4% of the European Union’s GDP in
2019.
1
Apps refer to the software applications that run on smartphones.
2
App stores refer to all app platforms including Google Play store, Apple App Store, Amazon app store, etc.
3
Throughout this document, figures are cited for EU28.
4
Source: Eurostat, Symmetric input-output table at basic prices. NACE R93, Sporting services and amusement
and recreation services.
Deloitte Economic Advisory 6 / 62
The total number of jobs generated throughout all sectors of the EU’s economy by the app
sector in 2019 is estimated between 1.3 million and 1.7 million. Both figures have been
estimated by different methods. The lower figure is the Deloitte estimate. Jobs are calculated
using our “Input-Output” framework (total revenue for the sector combined with national
accounts data). The higher number is obtained by the Progressive Policy Institute, counting
relevant job ads
5
. These figures include direct jobs (software developers, mobile app
specialists), indirect jobs (suppliers to the app developers) and induced jobs (jobs created by
the spending of the directly and indirectly employed workers).
The rapid growth of consumer spending on apps − Europeans spent 19% more on apps in 2019
than in the previous year− and the growth of the smartphone-only population shows that apps
increase consumer wellbeing. The importance of M-commerce, which now accounts for
almost half of e-commerce in the EU
6
, also attests to consumers’ preference of for mobile
services. When given the choice, many consumers opt for service provision via apps.
Looking at the producer side, we observe how apps have permeated business models in
several ways: on the one hand many firms incorporate apps into the way they provide
services to their clients. For example, airline and railways companies make the booking and
travel process easier with mobile apps. Some of these apps go beyond offering a mobile
distribution channel. Indeed, the specific features of mobile phones (geo-localization,
accelerometer, camera, touch screen) have enabled the development of new services. For
example, in the retail sector, Ikea Place uses augmented reality to allow the user to visualize
furniture in his home before purchasing.
In addition, pure players have appeared, companies that have built their activity on an
app. Well-known examples are ride-haling apps, which use geo-localization and mobile games.
Europe counts innovative mobile game developers and pure players such as Citymapper or
Yuka.
The Yuka app enables the user to scan food and cosmetic products and analyzes their impact
on health. Citymapper calculates, in real time, the routes of urban transport users, by combining
several modes of transport
7
. Both these apps transform user behavior: Yuka users report that
they switch to more healthy alternative food products. Another app that aims to change user
behavior is the Greenly app which informs users on the greenhouse gas emissions generated
by their consumption pattern, obtained via their bank transactions.
The success of apps such as Yuka, Citymapper and Greenly, hinges on the reliability and
completeness of the underlying databases. These types of apps serve as an interface that
collects personal data and combines this data with large external data sets before presenting
the result to the user. In interviews conducted for this study, several app developers stated that
future innovations in apps will not come from hardware developments but from the
software side.
5
Thelle M. H. et al (2017)
6
Criteo
7
These include public transport networks, taxi and self-service rental networks (scooters and bikes).
Deloitte Economic Advisory 7 / 62
App developers shared during the interviews how they think apps will permeate more and more
aspects of our lives. Areas where the use of mobile apps will further increase in Europe are
mobility, hybrid events, education and healthcare, with online health records and connected
medical devices. In addition, 5G networks allow a higher connection density which permits the
use of many connected devices into the Internet of Things (IoT). The higher speed and lower
latency of 5G will allow developers to create richer user experiences, further increasing the use
of apps.
The interviews were conducted during the public health crisis in February-April 2020. It was
generally perceived that the crisis brought awareness of the important place of apps in
everyday life. During the lockdown period, apps were used for public services, such as
education or health. This is one illustration of how apps went from a nice-to-have product to a
must-have product. We can expect the value created by mobile apps in the European Union
economy to grow significantly in the years to come.
8
8
In the European Union, 75 million people have a personal internet connection only through their smartphone,
and no personal fixed internet subscription.
1,308,000
jobs
75 million
8
smartphone-only
€
€187.2
billion
in revenue
76%
of
Europeans own
smartphone
devices
A high
-
g
rowth
market
Deloitte Economic Advisory 8 / 62
1 Mobile app platforms and the “economy of
platforms”
1.1 Mobile app markets are typified by a specific market structure
1.1.1 A presentation of app platforms
Mobile apps and app stores were originally introduced by Apple with the launch of the first
iPhone in 2007. Since then, the phenomenal growth observed in this market has been fueled
by the entry of several innovative competitors in mobile devices and app store markets.
Competitors in the mobile device market include HTC, Huawei, LG and Samsung. The main
competitor of Apple’s app store is Google Play
9
.
Moreover, the range of app platform actors is wider than Apple Store and Google Play.
Different types of platforms co-exist. Native app stores belong to the major mobile OS
developers, most notably iOS, Android and Windows. Third-party app stores involve
manufacturer-specific app stores, including Samsung, LG, Motorola and Lenovo, but also carrier-
specific app stores, such as Vodafone, T-mobile and TIM store.
Depending on the service provided by the app, apps not only run on smartphones, but may also
run on other types of devices, such as connected televisions, game consoles, virtual reality
headsets or PCs. This report focuses on the mobile channel.
Developments in mobile devices and app store markets significantly increase the capabilities of
mobile devices and the utility they provide to users.
“From a battle of devices to a war of ecosystems”
Stephen Elop, former Executive Vice President of Microsoft’s Devices and Services and former CEO of Nokia Corporation,
speech at D9, June 1, 2011
Hence, in the mobile communication industry, the role of apps and app platforms is
key. According to the former CEO of Nokia, this market is turning from “a battle of devices to
a war of ecosystems”
10
. Indeed, based on the theory of network externalities
11
, the development
of app ecosystems and apps has been crucial to the business strategy of leading mobile
operating system providers. Network externalities imply that attracting developers in an app
ecosystem will lead to a large number of available apps, which will attract a large number of
users and underpin device sales
12
.
9
Néstor Duch-Brown (2017)
10
Stephen Elop, former Executive Vice President of Microsoft’s Devices and Services and former CEO of Nokia
Corporation, speech at D9, June 1, 2011
11
Hyrynsalmi, Suominen and Mäntymäki (2016)
Katz, Shapiro (1985)
12
Holzer, Ondrus (2011)
Deloitte Economic Advisory 9 / 62
At the end of 2019, about 2 570 000 apps were available on Google Play, and 1 840 000 on the
Apple App Store (Figure 1). App stores host a large number of apps, and the number of
apps downloaded from app stores is increasing significantly (Figure 2).
Figure 1. Number of apps available in leading app stores as of 4th quarter 2019,
worldwide
Appfigures; VentureBeat
Figure 2. Number of mobile app downloads worldwide from 2016 to 2019 (in
billions)
App Annie; VentureBeat
Note: iOS App Store, Google Play and third-party Android stores combined. Downloads are first time downloads only
The use of smartphones is also linked to the interest of consumers in apps and the utility they
derive from this market. The number of smartphone users worldwide has increased from 2.5 to
2.9 billion between 2016-2018 and is expected to reach 3.8 billion in 2021 (Figure 3). This
represents a Compound Annual Growth Rate (CAGR) of 9 % over the period 2016-2021.
Figure 3. Number of smartphone users worldwide from 2016 to 2021 (billions)
Newzoo. * are forecasts
2 570 000
1 840 000
669 000
489 000
Google Play Apple App Store Windows Store* Amazon Appstore
141
192
204
2016 2018 2019
2,5
2,7
2,9
3,2
3,5
3,8
2016 2017 2018 2019* 2020* 2021*
Deloitte Economic Advisory 10 / 62
This increase in smartphone usage has been accompanied by an increase in consumer spending
on mobile apps from USD 57.7 billion in 2016 to USD 120 billion in 2019 (Figure 4). This
represents a CAGR of 28 %. Moreover, worldwide mobile app consumer spending is expected
to grow on Apple App Store (from USD 47 billion in 2018 to USD 96 billion in 2023) and on
Google Play Store (from USD 25 billion to USD 60 billion) (Figure 5).
Figure 4. Worldwide consumer expenditure on mobile apps from 2016 to 2019*
(billion U.S. dollars)
App Annie; Forbes. * are forecasts
Figure 5. Mobile app consumer spending worldwide from 2018 to 2023, by store
(billion U.S. dollars)
Sensor Tower; 9 to 5 Mac. * are forecasts
1.1.2 App stores are “multi-sided markets”
In the information and communication technology (ICT) sector, app stores have a central
position in the provision of digital services by connecting app buyers and sellers. Economic
literature uses the concept of "multi-sided market" to define this type of market. Two-sided
markets are characterized by the presence of (cross-side) network effects: the utility which
users on one side of the market derive from their participation in the platform depends on the
number of participants on the other side of the market.
The mobile app market is a “multi-sided market”, bringing together app developers on one side
of the market and mobile phone (smartphone) users on the other side
13
. This specific market
structure benefits both users and developers:
13
Hyrynsalmi, Suominen & Mäntymäki (2016), Rochet, Tirole (2003), Armstrong (2006)
57,7
82,1
101
120
2016 2017 2018 2019*
47
56
67
78
88
96
25
29
37
45
53
60
2018 2019* 2020* 2021* 2022* 2023*
Apple App Store
Google Play
Deloitte Economic Advisory 11 / 62
• For mobile app developers: app stores represent an efficient distribution channel. More
generally speaking, the rise of the internet has reduced distribution costs and has made it
easier to serve niche markets, also coined as reaching the “long tail” of the market. App
stores further reduce these costs by making it easier for developers to access a wide potential
market with limited marketing and advertising expenditure.
• For mobile app users: thanks to platforms, end users have a one-stop-shop with access
to a host of apps. A multitude of websites would make searching and choosing apps more
time-consuming for users. The cost-reduction in reaching end-users yields greater
competition and reduced prices.
Figure 6. The mobile app market
Deloitte Economic Advisory
Smartphone manufacturers
(innovation and sales)
Mobile app
developers
Consumers
App Stores
Demand of mobile applications
Supply of mobile applications
New distribution channel
Access to mobile applications
Access to market
Indirect
network
effects
Indirect
network
effects
Cross-side
network effects
Provision of mobile applications
Recommendations and payments
Important brands
(notoriety)
Deloitte Economic Advisory 12 / 62
1.2 The positive effects of app stores
Economists studied specificities of the mobile app market
14
and analyzed benefits introduced
both on the supply side and the demand side. The positive effects of app stores for developers
and users are presented in the following sections.
1.2.1 App platforms generate benefits for app developers
App platforms benefit developers by being the main intermediary between apps and users.
App platforms are accessible to all users. Users mainly install apps via an app platform. Even
though users have the possibility to download an app directly from the developers’ website or
by jailbreaking their phone, it requires technical knowledge and might be risky.
15
App stores create trust capital for developers.
App stores create a relationship of trust between users and developers, stimulating
the demand for app development. Indeed, the success of developers depends on creating
and maintaining trust of users, and app stores are a cornerstone in establishing trust between
users and developers. App stores draw up contracts with each developer and verify all new app
updates before they are released. This is beneficial to users due to the approval process behind
the submission of each app. Consumer recognition for Apple or Google reflects the trust they
place in their respective app stores.
16
App stores reduce transaction costs for developers
The economic literature suggests that app stores reduce transaction costs
17
for
developers. App stores provide a variety of ready-to-use services for developers such as:
▪ ubiquity in user interface/user experience features,
▪ a secure platform to promote their products,
▪ storage systems for hosting apps and managing downloads,
▪ a billing service,
▪ a payment management system (micropayments) which makes it easy for mobile app
developers to recover sales revenue.
Each developer avoids having to create and manage these services when using a centralized
platform. Marketing and operational costs are therefore lower.
App stores provide their services to app developers through a standardized contract.
The harmonized legal framework effectively reduces information asymmetry between the
different developers. This has the effect of reducing transaction costs by reducing
negotiation costs (i.e. this framework prevents a proliferation of contracts).
18
In addition,
standardized contracts also assure that larger developers do not negotiate better terms than
smaller developers.
14
Heitkoetter et al. (2012), Holzer et al. (2011), Parker and Van Alsyne (2000), Rochet and Tirole (2006).
15
Kramer, J and Zierke, O (2019)
16
Cuadrado et al. (2012), Hyrynsalmi et al. (2014), Yun et al. (2017), Lee et al. (2014), Roma et al. (2012).
17
Transaction costs were defined by the economist Ronald Coase "When one wants to carry out a market
transaction, it is necessary to discover who it is that one wishes to deal with, to give them certain necessary
information and set the conditions of the contract, to conduct negotiations that result in a bargain, to draw up
the contract, to put in place control structures to make sure that the terms of the contract are being observed by
both parties, etc.".
18
Amit and Zott (2001)
Deloitte Economic Advisory 13 / 62
App stores provide ready to use interfaces for integrating advertisements into apps, thereby
reducing research and transaction costs for developers
19
. Advertising departments of app stores
are used by developers who wish to display advertisements on their app. This service combines
several tasks – such as technology management and payments – together into one interface,
reduces marketing effort and transaction costs for app developers. Without this service,
developers would be forced to find an agency themselves, contract with them and manage
payments.
A whole range of tasks required to market a mobile app is thus managed by app stores. All
these services contribute to reducing time to market for developers
20
.
App stores facilitate entrance to markets
App stores facilitate developers’ – and especially small business developers’ – entrance
into markets
21
. The platforms effectively enable fast and inexpensive access to smartphone
users around the world. Low barriers to entry means that even the smallest businesses have
access to 3.5 billion smartphone users globally
22
. Facilitating market entrance of small
innovative companies increases the sustainability of this dynamic ecosystem.
App stores reduce apps’ production costs.
Mobile platforms benefit from economies of scale and efficiency gains. App stores can
spread costs across a large customer base, thereby lowering costs for all listed developers
23
.
Moreover, app platform’s developer membership, in addition to giving developers the possibility
to distribute their apps worldwide, provides access to high-quality programming tools
24
such as
tools to realize in-app purchases and subscriptions and, in the case of Apple’s app store, ARKit
and Core ML which provide augmented reality and machine learning services. This reduces the
need for developers to invest in software programming tools and, therefore, brings down the
cost of developing mobile apps.
App stores enable developers to choose their payment modalities.
App stores offer developers freedom in their business models. Developers are free to
choose how their apps are remunerated. Today there are seven leading business models:
distribution channel, paid download, in-app purchase, subscription, in-app advertising,
freemium and paidmium
25
. They are explained in Table 1
26
.
Apps do not necessarily have a single business model: they have the possibility to generate
revenues via several channels, offering options to the user. These business models are called
hybrid monetization. The number of apps using hybrid monetization has increased by more
than 50% between 2017 and 2018
27
.
19
ITU (2016).
20
Cuadrado et al. (2012).
21
Roma et al. (2012), Pon (2015), OECD (2013), Ershov (2018).
22
https://www.statista.com/statistics/330695/number-of-smartphone-users-worldwide/
23
Rob Frieden (2017).
24
Cuadrado et al. (2012).
25
A Freeemium app is downloaded for free on app stores, but users do not have access to all the features: they
are encouraged to pay or subscribe for advanced features. In the Paidmium model users pay for the download
and can also make purchases in the app.
26
Tang (2016).
27
https://admob.google.com/home/resources/monetize-mobile-game-with-ads/
Deloitte Economic Advisory 14 / 62
The paidmium model is an example of a hybrid business model, in which users have access to
differentiated services depending on the app-features they choose. Users first pay to access
common features and are offered the possibility to pay for additional features.
Other forms of hybrid monetization exist beyond the paidmium model. A growing number of
developers
20
are finding that ads can co-exist with other sources of revenue, such as in-
app purchases or subscriptions. Some apps, for example, offer a free version on which they
display advertisements. The consumer can choose to pay for a free-of-ads premium version.
The revenue stream is determined by the user’s willingness to pay.
Hybrid monetization is frequent in mobile games. Most players are not willing to pay for
games, so advertising has become the most popular way of monetizing these apps. However,
to capture revenues from users that are willing to pay, many games also include in-app purchase
items. Another possibility for developers is to display in-app purchase announcements: this is a
way to convert some players into paying users
28
.
Reader-apps allow users to read various digital content within apps: videos, music, documents,
books, including digital content purchased outside the app. For instance, Youtube, Netflix,
Spotify, Kindle, and Audible are reader-apps. Reader-apps often use hybrid monetization:
users have the choice between a free version, with ads and/or limited features, and a paid
version. For example, Spotify is either free with ads after every 6 songs, or users can subscribe
and pay for a premium version without ads on which they also benefit from exclusive features
29
.
Multi-homing is an available option for all app developers
The presence of several coexisting app stores allows multi-homing for developers.
When Multi-homing a developer publishes its product on several platforms. Even though multi-
homing is not used by all developers, exclusive contracts between an app and an app store are
very rare
30
. Multi-homing is an option available to all developers and give them access to each
user.
Multi-homing is very common for the most attractive apps
31
. The largest app developers
and companies – such as banks or airline companies – that wish to interact with their clients
usually contract with several app stores to publish their apps. Moreover, when an app initially
published on one app store meets great success, it is often developed for the other app stores
32
.
28
https://static.googleusercontent.com/media/www.google.com/en//admob/pdf/admob-mobirix.pdf
29
Including offline listening, higher quality audio streams, unlimited playlists
30
Sami Hyrynsalmi, Arho Suominen & Matti Mäntymäki (2016)
31
Bresnahan, Timothy F. et al. (2014)
32
Lévêque, François (2016)
Deloitte Economic Advisory 15 / 62
Table 1. Different business models available to mobile app developers
Business model
How it works
Examples of mobile apps
Single business models
Distribution channel
(Sale of goods and services)
Goods purchased in the mobile app
are sent directly to users. Apps
make the shopping experience
frictionless and enable provision of
new services.
Amazon
eBay
Uber/Lyft
grubHub
Paid downloads
(Paid)
Payment is made at the moment
the app is downloaded (with access
to all the app features).
Grand Theft Auto – San Andreas
FaceTune
Terraria
In-app purchase
Apps are offered free of charge.
Users can pay for additional
services or add-ons in the app (this
business model is found mainly on
gaming applications.)
CandyCrush
Clash of Clans
Brawl Stars
Subscription
The user must pay a monthly
subscription to be able to use the
app.
Netflix
Coyotte
In-app Advertising
Installing and using the app is free.
It displays advertising banners or
video clips when it is used.
Rolly Vortex
Helix Jump
Waze
Freemium
(derivative of in-app purchase)
The app is downloaded for free on
app stores, but users do not have
access to all the features. They are
encouraged to pay or subscribe for
advanced features.
Monster Strike
TomTom
Shazam
Hybrid business models
Paidmium
(derivative of in-app purchase)
Users must pay to download the
app. They can also make purchases
in the app (add-ons, etc.).
Minecraft - Pocket Edition
Minecraft - Story Mode
Ghost Blows Out the Light 3D
Other hybrid business models
Revenues are generated via a mix
of business models, depending on
the users’ choice. Reader apps and
games often use hybrid business
models.
Spotify and Youtube: combination
of in-app advertising and
subscription
33
Duolinguo: combination of in-app
advertising, in-app purchase and
subscriptions
34
Candy Crush:
combination of in-app advertising
and in-app purchase
35
Deloitte analysis
33
Users either have access to a free version with ads or they can subscribe for an ad-free version with more
features
34
Users have access to a free version with ads, on which they can buy additional services. Users can also subscribe
to an ad-free version with unlimited services.
35
Users can play for free, with ads being displayed. Players can also make some in-app purchase.
Deloitte Economic Advisory 16 / 62
1.2.2 Economic theory highlights various benefits introduced by app platforms for
consumers
App stores reduce transaction and research costs.
Platforms reduce the cost and time spent by users to search for an application
36
. The
possibility for users to quickly discover new services and apps is a significant advantage offered
by platforms. Using an app store is straightforward as users do not need any technical
knowledge to install and use available apps.
App stores offer users a single platform where they can download any app compatible
with their smartphone’s operating system. This phenomenon of "one-stop shopping"
reduces research and transaction costs. App stores offer users a single and secure interface for
all their purchases on the platform.
To facilitate the discovery of new apps, app platforms offer an editor-curated section
to promote new high-quality apps. The spotlight helps increase sales for the featured
products. In addition, these editor’s picks have spillover effects and stimulate sales of apps from
the same developer and of the same app on other platforms
37
. In addition, there is a weak
spillover effect for the same type of apps (similar functionality but different developer).
App stores promote a variety of innovative, high quality mobile apps.
App stores produce strong network effects conducive to the development of a rich and
dynamic ecosystem of developers and apps.
38
The distinguishing feature of cross-side
network effects relies on the fact that the utility of an agent on one side of the market depends
on the number of participants on the other side of the market.
The large number of apps available on app stores pushes developers to constantly
innovate to attract new users.
39
As the pace of innovation and new developments is high,
developers must be able to offer apps that meet users’ new expectations
40
.
Platforms have made innovative services available to users. Without platforms,
several services would not exist. Uber, Tinder, TooGoodToGo and other apps that use
geolocation would not exist without the development of mobile app platforms. These services
require a geolocation system to operate and need to instantly reach a critical mass of users.
App stores, with 3 billion users, offer developers means to create these new services.
The fact that app stores enable app ratings has a positive impact on consumers. The
economic literature about the reputation effect demonstrates that there is a correlation between
the viability of apps and their scores on app stores
41
. This system has the advantage of
rewarding apps that better meet the expectations of end users and intensifies competition
among developers. An app rated as "excellent" by its users is more likely to survive on the
market than an app with a low rating.
36
Ershov (2018), Cachon et al. (2008).
37
Zhan et al. (2017).
38
Cuadrado et al. (2012).
39
Cuadrado et al. (2012).
40
McIlroy et al. (2016).
41
Lee et al. (2014).
Deloitte Economic Advisory 17 / 62
App stores also have a positive impact through the way apps are ranked
Promoting high-quality apps is in the interest of app stores. Major app stores include
quality and performance metrics in their ranking algorithm. Experience has shown that people
use high-quality apps more and uninstall them less
42
. Promoting apps based on their quality
and value to users is in the interest of app platforms. In fact, app stores are partially
remunerated by sharing the revenue generated by app developers through their platform.
Kramer and Zierke (2019)
43
analyzed the impact of app stores’ ranking mechanism using a
game-theoretic model. In their model, app stores can rank apps according to their quality (a
quality-based ranking) or according to their financial contribution (sponsored ranking). The
study reveals that quality-based ranking has a high impact on app quality and consumer
surplus if app stores accurately assess app quality
44
. Indeed, under a quality-based
ranking, app developers will be more likely to invest in app quality in order to appear higher in
the search results. This result is conditioned by the ability of app stores to accurately assess the
quality of apps. The result underlines the importance of the review process of apps, the search
algorithm and the editorial choice.
App stores benefit users in terms of security.
The consistent approval process behind the submission of each app benefits users. The apps
downloaded by users thus present higher functionalities and present less risks to their device.
The brand recognition the general public has for the Apple or Google app stores reflects the
trust that users place in their respective app stores
45
. For example, the Apple store’s review
process included since the early days a manual review of apps and put emphasis on protecting
the total user experience, such as making sure users do not accidently perform in-app purchases
and are informed about the use of data. The two major app platforms conduct today an approval
process that consists of an automatic, algorithmic part and possibly a manual part
46
. A manual
review is conducted for certain types of apps, such as in the case of apps for children
47
.
Moreover, app stores also moderate reviews and inappropriate content. This is an
important role as consumers are confident that negative reviews will not be deleted by the app
developer, while preventing inappropriate content from being published.
42
Ahn, A. (2017)
43
Kramer, J and Zierke, O (2019)
44
The conclusions are based on certain hypothesis on the behaviors of the consumer, developer and app platform:
in the model, the app store and the developer maximize profit and the consumer prefers to use high-quality apps.
45
Cuadrado et al. (2012), Hyrynsalmi et al. (2014), Yun et al. (2017), Lee et al. (2014), Roma et al. (2012).
46
Up till 2015, the Google Play review process of apps was entirely automatic.
47
https://www.cnbc.com/2019/06/21/how-apples-app-review-process-for-the-app-store-works.html
https://yalantis.com/blog/apple-app-store-and-google-play-store/
https://www.androidpolice.com/2020/03/16/google-play-store-app-reviews-will-take-7-days-or-longer/
Deloitte Economic Advisory 18 / 62
1.3 App stores have an impact beyond the platforms' direct users
1.3.1 App stores generate indirect network effects
App stores have a positive impact on smartphone manufacturers. By increasing the
number and the quality of apps available to users, the utility of the smartphone increases for
users. This higher utility, in turn, increases smartphone sales
48
.
Mobile app performance increases rapidly with the addition of new features.
49
Smartphone
manufacturers, therefore, follow this trend by investing in research and development to offer
their customers more efficient smartphones. Mobile apps thus encourage smartphone
manufacturers to innovate
50
.
Indeed, as highlighted in Figure 7, platform developers, content providers, third-party app
developers and software developers provide content and services directly linked to the mobile
devices market. Innovations of smartphone manufacturers − triggered by mobile app
performance − require electronic manufacturing services, original equipment
manufacturers and original design manufacturers, as well as suppliers of raw
materials and components such as metals, plastics and chips.
The strong relationship between the mobile industry, app stores and apps, has been a
cornerstone of the business strategy of leading mobile operating system providers when
developing their own ecosystems. This strategy is based on the theory of network
externalities
51
. The multitude of quality apps will attract users, which will drive device
sales, and leads to a virtuous circle
52
.
Although a significant percentage of mobile apps do not generate revenue directly, they
provide an additional distribution channel and can give existing services a broader
customer base. For example, when the mobile eBay app was launched in 2009, more than
€432 million in sales were made through the mobile application
53
. More recently, start-ups have
created business models based on consumer to consumer sales via mobile apps. OfferUp, which
was founded in 2011, is now the largest peer-to-peer commerce marketplace
54
. The mobile
market has expanded to allow new innovative business models that are mainly based on sales
and activity via apps.
48
Holzer et al. (2011).
49
According to a study by SensorTower, the size of mobile apps has continued to increase in recent years. Over
the period 2013-2017, the size of the 10 most used applications on iPhones (Facebook, Uber, Gmail, Snapchat,
Spotify, Messenger, Google Maps, YouTube, Instagram and Netflix) increased by 1,000%
https://sensortower.com/blog/ios-app-size-growth.
50
Cuadrado et al. (2012).
51
Sami Hyrynsalmi, Arho Suominen and Matti Mäntymäki (2016), Katz, M.L., Shapiro, C., (1985)
52
Holzer, A., Ondrus, J., (2011)
53
eBay Inc. Annual Report 2009.
http://files.shareholder.com/downloads/ebay/923940436x0x361552/b45137ee-aa41-4c2c-94ca-
d72d5b0844be/eBay_77655_BANNERLESS.pdf.
54
https://www.forbes.com/sites/zackfriedman/2017/01/09/meet-two-young-entrepreneurs-who-raised-221-
million-to-disrupt-craigslist/#5b451f1e40d5
Deloitte Economic Advisory 19 / 62
Figure 7. Main suppliers of mobile phone groups
Xerfi Global, 2019
1.3.2 The platforms have been proactive in addressing several challenges such as
personal information or payment
Mobile platforms manage users' and developers’ personal information. They also manage
financial transactions like payment for apps, in-app purchases, or payment of revenue to
developers. The fact that sensitive information is increasingly digitized and stored on the cloud
naturally raises concerns about inappropriate use or exposure to unauthorized entities. To
prevent this risk, app stores invest heavily in cyber security
55
.
Moreover, the centralization of personal data on online platforms could pose a problem for the
pricing of applications. Since platforms have access to the complete purchase history or users,
they could have a precise idea about users’ willingness to pay and therefore offer services at
the highest possible price. This fear is unfounded to the extent that app stores do not set the
prices of apps, this decision being the sole prerogative of developers
56
. Since developers
do not have access to other consumer app purchases, they cannot leverage that information for
pricing decisions.
55
“Cybersecurity has been a part of Apple’s DNA for a long time, and embedded into all of its products” Steve
Morgan, Founder and Editor-in-Chief of Cybersecurity Ventures (Cybersecurity Q1 2018: Trends and takeaways
https://investingnews.com/daily/tech-investing/cybersecurity-investing/cybersecurity-update-q1-2018-review/
56
OCDE (2013).
Deloitte Economic Advisory 20 / 62
Figure 8. Benefits generated by app stores
Deloitte analysis
➢ New perspective
➢ New services
➢ Dynamic ecosystem
➢ Variety and innovation
➢ Create trust
➢ Reduce research costs and transaction costs
➢ Simplicity
➢ Compatibility
➢ Promote brand recognition
➢ New communication channel
➢ Gain customer loyalty
➢ Foster innovation among smartphone manufacturers
➢ Increase sales of smartphones
➢ Quality signaling
➢ Profit increase
➢ Encourage market entry
➢ Freedom in terms of business models
➢ Reduce costs of:
➢ transaction,
➢ marketing,
➢ development, research, and negotiation
➢ Create trust
Indirect
Beneficiaries
(e.g. smartphone
manufacturers,
etc.)
Developers
Users
App
stores
Deloitte Economic Advisory 21 / 62
2 The economic weight of the mobile app market
in the European Union
This section quantifies the mobile app market in the EU. We start with user statistics that
characterize the increasingly important role of the app-ecosystem in daily life (section 2.1).
Section 2.2 discusses how the app-ecosystem enhances consumer well-being and contributes
to growth. Figures on revenue generated by the app economy and on employment are presented
in the following two sections, 2.3 and 0.
2.1 Presentation of the mobile app market in the European Union
2.1.1 Increasing adoption of the app-ecosystem the European Union
In 2018, the European Union counted 677 million mobile phone subscriptions, corresponding to
a mobile penetration rate of 132%. Smartphone adoption increased by 9.5% in 2019, reaching
76% of mobile phone connections
57
. This figure is expected by the GSMA (GSM Association) to
reach 83% by 2025.
With increasing smartphone adoption, a new category of internet users emerged across Europe:
the mobile-only population. This category is characterized by people having only a mobile
subscription and no fixed broadband subscription. Mobile-only users represent 15% of the EU’s
population in 2018
58
.
On average in 2018, Europeans spent 185 minutes per day on their mobile phone, and 46% of
them spent more than 3 hours per day
59
. 88% of the time spent on a mobile is dedicated to the
use of mobile apps
60
.
2.1.2 Business models of the app economy
App development takes place at a diverse selection of companies
61
. Some, such as mobile game
companies, develop and maintain their own apps and distribute them via the app platforms.
Their revenues are obtained directly from consumer payments for the app and/or sale of ad-
space. A closely related business model is used by mixed companies that propose services that
run both on desktop and on mobile (for example Deezer and Spotify).
Large companies that use mobile apps to support their business or which provide mobile services
to their customers, might have in-house developers. This is for example the case for Danske
Bank. The more common arrangement however is to outsource app development and
maintenance. Many software companies in Europe thrive on this business model, developing
apps for enterprises. An important category are apps that serve as distribution channels for
consumer goods (M-commerce).
57
Source: GSMA
58
Estimate based on ITU data. Cf. Appendix 5.1.
59
Interactive Advertising Bureau, 2017
60
Comscore, 2018
61
Thelle M.H. et al (2017)
Deloitte Economic Advisory 22 / 62
Six different sources of revenue are generated via apps. The analysis of the app economy’s
weight in the European economy quantifies each of them:
a. Developers can generate revenue by charging for the download of their app.
b. Developers can opt for in-app purchases. In this case, developers provide their app for free
to increase the user base.
c. Developers can also be compensated by offering a subscription for the use of their
application. This is the case with several newspaper or periodical apps, such as the
Economist, for which consumers pay a subscription fee to access articles.
d. Developers can be paid by displaying advertisements in their app. This payment method
is possible for both free and paid apps.
e. Developers can be paid as subcontractors for the development of apps that support the
clients’ business. Examples are apps that provide mobile banking services and apps that are
a distribution channel for consumer goods (M-commerce).
f. Many retailers use a mobile app to open a new distribution channel for consumer
goods. For example, the Amazon app allows orders to be placed directly without using a PC.
To access a large clientele, retailers provide their app for free in app stores. Revenues
generated through this channel are grouped under the name of mobile commerce or M-
commerce.
Table 2. Revenue sources via apps
Revenue for developers
Revenue for
retailers
Revenue generated on app stores
Sale of ad-
space
Contract
work
Online sales
platforms
Paid
download
In-app
purchases
Subscriptions
Mobile ads
App
development
for clients
Distribution
channel
a
Revenue
generated by
the sale of
apps on app
stores
b
In-app
purchases
(including
Freemium and
Paidmium)
c
Revenue
generated by
subscriptions
d
Revenue
generated by
mobile
advertising
e
Revenue
generated
through
contract work
f
Mobile-
commerce
62
Deloitte analysis
The revenue generated through sources a to e, − i.e. on app stores, through the sale of in-app
ad-space and through subcontracting − is revenue for developers. M-commerce revenue is
different in nature. Indeed, developers are remunerated for the development of the app;
however, the sales-revenue accrues to retailers. M-commerce apps facilitate the sale of goods
and services that are generally also available via alternative distribution channels.
62
Mobile-commerce includes all commercial transactions carried out on mobile devices, both via web apps and
via native apps. The transactions are possibly carried out on the move, but also at home.
Deloitte Economic Advisory 23 / 62
The first four revenue sources (a-d) can also be combined (hybrid monetization). For example,
games can be monetized through a combination of in-app ads and in-app purchases. In the EU,
video games account for 67% of total revenue generated via app stores. In 2019, three
European mobile game companies generated more than €1 billion in revenues, app store
revenues and advertising combined (Table 3).
Table 3. Top European mobile game developers
Company
Number of games available
on app platforms
Total downloads
(million)
Revenue 2019
million Euros
King
52
2 800
1 813
Supercell
13
1 800
1 400
Playrix
6
995
1 100
63
Activision Blizzard 2019 Financial results (King), Financial Times (Supercell), Sensortower (Playrix)
2.2 The app-ecosystem stimulates growth and increases consumer
well-being
The new products and services offered by apps increase consumer choice and consequently,
their well-being. Indeed, the rapid adoption of smartphones and apps demonstrate the
preference of many consumers for apps over alternative channels. In addition, growth is
stimulated by the creation of new products which offer new ways to generate revenue. Finally,
growth is stimulated by the increase in efficiency due to the use of mobile apps. Each of these
aspects is detailed below.
2.2.1 The app ecosystem creates new services
A mobile device has many functionalities which make interaction intuitive and fast: geo-
localization, a camera, a microphone, a tactile screen and movement detection. In addition, a
smartphone is a device that can be taken anywhere: 91% of smartphone owners report they
never leave home without their phone
64
. With mobile devices, new user experiences have
emerged: augmented reality used in games or services, games based on the movement of the
smartphone itself, ride-hailing services, dating apps that use geo-localization, online market
places for used items, health apps, etc.
In the future, apps are likely to offer more and more new types of services as they will adopt
technologies such as virtual reality (VR), connection of smart objects (internet of things IoT)
and the analysis by artificial intelligence algorithms of user data collected through apps,
combined with other data sources. Below, we discuss several categories of apps that use the
specific features of mobile devices.
63
In-app purchases only
64
Ward, A. (2016)
Deloitte Economic Advisory 24 / 62
Games
Many games, such as casual and hyper-casual games
65
, only exist on smartphones. In 2019,
there were more than 165 million game app users in Europe
66
, which is 32% of the population
67
.
Games account for 10% of user time spent in apps
68
.
Mobile games offer new experiences to users. The players’ experience is often built around the
tactile screen. For instance, the Swedish game Candy Crush Saga is based on tactile screen
specificity: the game is played by swiping candies in any direction.
Innovation is also important for app games. A more recent development in the game industry
is the introduction of augmented reality (AR) technology. Apps using AR create an interactive
user experience, overlaying digital objects with the real-world environment, thus creating
composite views that augment the real world. The most common use of AR is a digital image
being viewed through the smartphone’s camera. Artificial environments are created, and users
can interact with them by moving the phone swiping and clicking. AR apps do this by accessing
the smartphone’s camera, motion sensor and geo-localization.
For example, the ARrrrgh app, developed by Warping Media AB (Sweden), uses the tactile
screen, geo-tracking system, and camera to offer players an AR experience in a classic hide and
seek game that transforms players into modern-day pirates. Players look for digital-generated
treasures hidden in the real world through their phone’s camera.
Ride-haling services
Ride-Hailing applications offer a new type of service thanks to the geo-location of the user.
Ride-hailing apps connect clients and drivers through an app, and the geo-tracking system finds
a car close to the client. Both the client’s waiting time and the distance the driver has to drive
to pick up clients are reduced, increasing efficiency for both passengers and drivers.
Ride-Hailing apps have been present in the EU for about 10 years, with the introduction of Uber
in Paris in 2011. Uber remains the most used app in the EU, but many similar companies were
successfully created all around Europe, offering ride-hailing services to millions of users.
Dating apps
Dating apps offer customers new types of dating services. For dating applications, geolocation
is a crucial feature as the app matches users geographically close to each other. Happn relies
on this feature: the app allows users to see all other users they cross paths with while on the
move. Whenever registered users walk by each other, the app shows them their respective
profiles and a map of where they crossed.
Tinder is another example of new experience introduced by apps. It relies on the tactile screen:
users slide other user’s picture to the right or left on the screen if they like or dislike the profile.
65
Casual games are games targeted at a wide audience. Hyper-casual games are very easy-to-learn games that
usually monetize with in-app ads.
66
The term “Europeans” or “Europe” refers throughout the report to the geographical region and may include
countries that are not part of EU28.
67
Statista, Digital Market Outlook, Mobile Games
68
AppAnnie, Worldwide Data, 2019
Deloitte Economic Advisory 25 / 62
Other types of apps that offer new services
Apple’s ARKit and Google’s ARCore developer tool were released in 2016, allowing AR
experiences to be included in more apps and allowing AR to go beyond game apps. AR features
are now implemented in many app categories: lifestyle, shopping, learning, culture. This new
technology is widely adopted by European developers (cf. 81).
Health apps also offer a new type of service and are widely adopted. Health information, such
as duration of sleep or total number of steps can be recorded using motion and location sensors,
sometimes in conjunction with a connected device. The possibility to connect smartphones with
other (medical) devices allows the phone to record extensive data on users’ health.
Figure 9. Presentation of 4 European non-gaming apps using AR
AR apps transforms shopping
experience
IKEA Place
Shopping experiences have been transformed
by AR apps. Ikea adopted AR within its app
Ikea Place (2017). The app allows people to
virtually place and visualize Ikea furniture in
their house. Buyers’ decisions are facilitated
as they can check both the size and the style
of the furniture.
Education is a great use for
augmented reality
BBC Civilizations AR
The BBC developed the Civilizations AR app
(2018), giving users the ability to admire
diverse historical artifacts. Interested users
can visualize ancient treasures in lifelike 3D,
see inside it with an X-Ray function, and hear
about its history at the same time.
Style My Hair: try on & color
AR is also rapidly expanding in beauty and
fashion apps. L’Oréal uses AR in its app Style
My Hair (2015): users can visualize haircuts
and color before going to the hairdresser. The
3D hair color technology follows the natural
flow of users’ hair, making it easier to decide
which color is right for them.
Big Bang AR
Also research centers adopted AR technology.
The European Organization for Nuclear
Research, in collaboration with Google Arts &
Culture, developed an AR app that dives users
in a journey through the birth and evolution of
the universe.
Deloitte Economic Advisory 26 / 62
2.2.2 The app-ecosystem increases efficiency in firms
Apps provide a fluid device-user interaction and offer personalized services. These
characteristics offered by the app ecosystem have the potential to improve efficiency of many
types of professional tasks like e-mails, expense reports, conference calls, etc. The economic
role and impact of mobile internet use and apps can be regarded as distinct from fixed internet
connection
69
. The influence on firms of mobile and apps has been little studied. However, a few
studies indicate a positive relationship between the smart mobile office and firm productivity.
Mobile devices and applications coupled with workplace flexibility have been shown to enhance
labor productivity. A 2015 study on the use of mobile internet in firms reveals a significant
increase in labor productivity with an increasing penetration rate of mobile devices amongst
employees
70
. Moreover, the study reveals a causal relationship, meaning the data studied
support the idea that mobile use causes the increase in labor productivity.
2.2.3 The app-ecosystem has a positive impact on consumer well-being
Consumer preference for apps
Smartphone- and app-use displayed impressive growth in recent years. Europeans spent 19%
more on apps in 2019 than in 2018 and the total number of apps downloaded grew by 7%.
European smartphone owners downloaded on average 31 new apps in 2019
71
. 76% of people
spend more than an hour per day on their mobile phone and 88% of time spent on a phone is
spent in apps
72
.
Several European companies that were already proposing online services to consumers and
launched an app, benefited from broad and quick adoption by users. For example, when the
Lithuanian company Vinted introduced its app in 2012, one day after the release, 30% of traffic
came from the app
73
. The DB navigator app from German railway company Deutsche Bahn saw
a 50% year-on-year increase in active users mid-2019, after implementing new
functionalities
74
.
Mobile-only population
Another development showing an increase of consumer well-being due to the app-ecosystem is
linked to the growth of the “mobile-only” population. This choice has become attractive thanks
to the generalization of high-speed and very high-speed mobile data networks and affordability
of smartphones. Access to information and services via mobile sites and apps are important for
this category of population.
Based on ITU databases, 15% of Europeans are smartphone-only, representing a total of about
75 million people (cf. appendix 5.1 for the methodology).
Choosing to only access the internet via a mobile device is possible because of the high-quality
user experience offered by mobile websites and apps. The growth in size of the mobile only
population shows that when having the possibility, many users opt for mobile-only. This choice
allows them to save costs on a fixed internet subscription, optimize their budget and increase
consumer welfare.
69
Draca et al (2018)
70
Viete S. and Erdsiek D. (2015), Bertschek, I. and Niebel, T. (2015)
71
These are unique installations. Source: GSMA.
72
Comscore, 2018
73
Vinted offers a platform for CtC apparel sales. Source : http://lemonlabs.co/vinted/
74
Deutsche Bahn, 2019 Interim Results Press Call
Deloitte Economic Advisory 27 / 62
2.3 The value created by the app economy in the European Union
2.3.1 The app economy creates value in the European Union via several channels
The study of the economic value of the app economy in the European Union is divided into three
parts:
• Direct economic impact: this includes the total direct revenue earned by companies in the
sector. This direct impact is calculated by evaluating the revenues generated through
downloads, in-app purchases, subscriptions, in-app advertisement and contract work. Most
of these revenues are generated via the app platforms.
• Impact due to spillover effects: an important spillover effect of the app ecosystem is the rise
of M-commerce. The revenues generated by sales through mobile sites go to retailers,
wholesalers and producers
75
. In addition to the choice of consumers to purchase standard
products like clothing and even tickets via mobile apps, M-commerce also brought new types
of services. The revenues associated with the new types of services are considered as
economic activity created by the app-sector.
• Indirect impact: because the different sectors of the economy are interdependent, the app
economy generates wealth beyond the companies in the app industry. These indirect impacts
include both impacts on other productive sectors as impacts on households. These indirect
impacts are quantified according to the methodology presented in section 2.3.4.
2.3.2 Direct economic impact of the mobile app market in the European Union
Revenue generated directly on app platforms
In 2019, app platforms generated a total revenue of €5.7 billion in Europe, of which 67% stems
from mobile games
76
. This revenue comes from paid downloads, in-app purchases and
subscriptions. Europe accounts for 11% of global app platform revenue. App platform revenues
from European users increased by 25% in 2019
77
. If growth continues at the same rate in 2020,
revenue generated via app stores could reach 7 billion in 2020.
Revenue generated by in-app advertising
Many apps are free to download and use. In this case, developers generally gain revenues from
selling in-app ad-space. According to data gathered by eMarketer, in 2019, mobile ad revenues
represented €23.3 billion in Europe
78
.
75
The developers are remunerated for the development and maintenance of the app.
76
Source: SensorTower. Included countries are: Austria, Belgium, Bulgaria, Croatia, Czech Republic, Denmark,
Estonia, Finland, France, Germany, Great Britain, Greece, Hungary, Ireland, Italy, Latvia, Lithuania, Luxembourg,
The Netherlands, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden.
77
The growth rate is calculated in euros.
78
Source: eMarketer
Deloitte Economic Advisory 28 / 62
Revenue generated through contract work
Many apps are developed by software companies for third party clients to meet specific needs.
These can be B2B or B2C apps
79
. B2C apps provide value for the client by delivering mobile
services to the final consumers, thereby for example increasing their competitiveness. Common
examples are banks that provide apps for mobile banking or retail apps. B2B apps, by enabling
mobility, can stimulate productivity, enhance well-being at the workplace and increase efficiency
in B2B relations and transactions. Apps are used for business tasks such as e-mail, online
collaboration, inventory management, automation of the purchase process and many more.
These practices are already widely adopted: in 2018, the share of revenue from web sales in
the EU was mainly realized via enterprises' own websites or apps
80
.
Companies are increasingly interested in having their custom apps: the share of developers’
revenue coming from the development of custom apps for businesses increased from 23% in
2014 to 32% in 2016
81
. We can expect an increase in the demand for mobile apps, since young
business owners are the ones developing the majority of mobile apps: 55% of small business
owned by millennials have a mobile app, while only 13% of small business owned by baby-
boomers have one.
The development of these apps is sometimes done in-house in the case of large firms, but is
generally subcontracted to specialized app-development firms.
These apps do not generate revenue via the app store. Developers are directly remunerated for
the development of the app by their client. The value for the client is in the services these
custom apps provide, either for internal processes or for its clients (businesses or final
consumers).
We estimate the revenue generated through contract work at €55.6 billion in 2019. This
estimate is based on data obtained by Gigaom in 2013, extrapolated to today, assuming equal
growth rates of contract work as of total sector revenue
82
.
The direct revenue generated by the app economy, comprising the revenue generated via
the app platforms and in-app ads, represented for the European market in 2019
€84.6 billion.
79
B2B stands for business to business, B2C for business to consumers.
80
https://ec.europa.eu/eurostat/statistics-explained/index.php?title=E-commerce_statistics
81
ContractIQ, 2017
82
Gigaom Research, 2014. This estimate is likely conservative given the dynamism of the business app market.
More recent estimates of this share of the market were not available at this date.
Deloitte Economic Advisory 29 / 62
2.3.3 Revenue due to the spillover effect on the retail sector: M-commerce
The app-ecosystem also has a spillover effect on commerce and retail. Mobile apps open a new
channel for generating revenues for retailers: M-commerce.
Revenue generated by M-commerce
M-commerce denotes the realization of commercial transactions by way of mobile phones. These
transactions are conducted via native apps
83
or mobile web apps.
Unlike games or running apps, the user does not directly pay for the app, or for the services
provided by the app. The consumer uses the app to purchase goods or services sold by third
parties. The use of these apps does not directly generate revenue for their developers, but
opens new distribution channels for retailers.
The goods and services purchased via mobile apps encompass many types of final consumer
products: air and train-travel tickets, clothes, furniture, health and beauty products, tickets for
events, electronic equipment, etc.
84
The value of M-commerce in Europe is estimated at €394
billion in 2019
85
.
Also reader-apps
86
generate mobile-commerce revenue, as the app allows consumption of
external digital content (for example books or music) in the app. Subscriptions or purchases
can pass outside of the app platform. For instance, people buying digital or audio books can
read them respectively on the Kindle and Audible mobile apps.
Mobile apps enable their users to change their consumption habits. Purchases formerly made
via traditional distribution channels (shops, hypermarkets, commercial websites etc.) can be
easily made on a digital device. However, because many (if not most) of the expenses made by
consumers through mobile apps would have happened through another distribution channel, we
do not attribute all of the M-commerce revenues to the app sector.
Methodology to estimate the contribution is of M-commerce to the European economy
M-commerce can have a positive effect on the growth of the European economy via two
channels:
• An overall positive effect on the retailing business is due to M-commerce’s characteristic of
ubiquitous access, creating an important advantage of shopping via mobile apps over desktop
e-commerce
87
. In addition, M-commerce presents other specificities such as the ability to
personalize services by using geo-localization. However, while the overall effect of e-
commerce on the EU economy has been estimated, there is, to date, no study on the effect
of m-commerce on economic growth. This possible effect is not taken into account in this
study.
83
Native apps are apps that are developed for a specific platform or device. Because of this, the app can use
hardware and software specific to the device.
84
Eurostat publishes extensive data on e-commerce in the European Union. We hypothesize that the list of
consumer products acquired via mobile phone is similar to the range of products acquired via any internet site.
https://ec.europa.eu/eurostat/statistics-explained/index.php/E-commerce_statistics_for_individuals
85
This estimate is based on Eurostat data and data by Criteo. Details can be found in appendix 5.2.
86
Defined in paragraph 28.
87
Rajan Y. et al (2016)
Deloitte Economic Advisory 30 / 62
• Apps and the app-ecosystem gave birth to new types of products such as ride-hailing apps
that use geo-localization. We consider only the revenues of these new types of
products as specifically generated by the app-sector.
Contribution via mobile sales of new types of products
To estimate the contribution of M-commerce to the growth of GDP, the sales of new types of
products via mobile channels are quantified.
The app-ecosystem gave rise to new types of services (cf. section 2.2.1) such as ride-hailing
apps, dating platforms, gaming apps and several other apps that use the functionalities of
mobile devices but do not generate much revenue (as of yet). In this category, we consider
only raid-hailing apps revenues
88
. Table 4 presents the results of this approach.
Europeans widely adopted ride-hailing services: the 6 main applications cumulated almost 35
million users in 2018. Over the same period, ride-hailing apps generated a revenue of about
€1.6 billion in Europe.
Table 4. Revenues main ride-hailing apps in Europe (2018)
App
Location
Users (M)
Revenues (M€)
Uber
US
12
1 305
Kapten
France
10
181
Bolt
Estonia
10
79.7
Le Cab
France
0.07
15
Free Now
UK
0.5
9.1
Heetch
France
2
6.3
TOTAL
34.6
1 596
In 2019, sales via mobile apps (M-commerce) in the European Union represented
€394 billion in direct revenues for retailers and producers. We consider that the revenue
generated by new types of products is attributable to the app-ecosystem. This represents
0.4% of M-commerce revenues or €1.6 billion.
2.3.4 Indirect economic impact of the mobile app market in the European Union
In 2019, the total indirect contribution of the mobile app economy in the European Union
represents €101 bn (Table 5). This includes revenue generated through supplier relationships
(€60.9 bn) and revenue resulting from the spending by people employed in core app economy
jobs and its suppliers (€40.2 bn).
88
Dating apps and mobile games revenues are app store revenues (subscriptions, in-app payments, paid apps).
Deloitte Economic Advisory 31 / 62
Table 5. Breakdown of the impact of the mobile apps beyond app developers
Impact
Revenue generated in the EU economy
Impact on the productive sectors,
generated by intermediate consumption
by app developers (indirect impact)
€60.9 bn
Impact of households,
resulting from consumer spending by people
employed in mobile app development
companies and their suppliers (induced impact)
€40.2 bn
Total indirect contribution
€101 bn
Deloitte analysis
Methodology
Indirect impacts are estimated using an Input-Output model. The model enables us to assess
the additional value introduced by the app economy in the other sectors of the EU economy
(beyond the sector where the direct revenue is generated). We consider the total value (in
terms of revenue) of the app economy and estimate the spillovers on the rest of the economy.
Figure 10. Direct and indirect economic impact of the app-ecosystem
Deloitte
Deloitte Economic Advisory 32 / 62
The Input-Output model is a powerful tool to assess the impact of an industry or an investment
project on other sectors of the economy. The general idea is to measure how a sector is
integrated into the economy and how the companies in that sector interact within the supply
chain. Our model is based on the most recent (2017) Eurostat input-output tables for EU28.
2.3.5 Total economic impact of the mobile app market in the European Union
The total impact of the app economy in the European Union is estimated at €187.2 billion. The
following diagram summarizes the economic impact of the mobile app market in the EU.
Table 6. Impact of the app economy in the European Union (2019)
Details
Revenue
Direct contribution
• €5.7 bn in revenue generated on app stores
• €23.3 bn from in-app advertising
• €55.6 bn form contract work
• €1.6 bn net contribution from sales made on
mobile apps
€86.2 bn
Indirect impact
• € 60.9 from impacts on the productive sector
• € 40.2 from impact on households
€101.1 bn
Total economic
impact
€187.2 bn
Deloitte analysis
The total economic impact of the mobile app market in 2019, including in-app ads and the
net contribution of online sales generated on mobile apps, represents €187.2€ billion in
revenue, throughout all sectors of the EU economy.
This is equivalent to 0.4% of EU gross domestic product in 2019.
2.4 The app economy and job creation in the European Union
2.4.1 The diversity of jobs created by the app economy
App development companies range in size, from entrepreneurs working from home in teams of
a few people, to large software and media companies, marketing groups, etc.
The types of jobs generated by the app economy are similarly diverse. Core app economy jobs
include technical jobs: programmers whose work requires knowledge of mobile applications,
security engineers keeping mobile apps safe from being hacked, and help-desk staff who
support the use of mobile apps. In addition, employment is created as support to core app
economy jobs: marketing, sales, human resources, etc.
Deloitte Economic Advisory 33 / 62
2.4.2 Total number of jobs generated
We estimate the total number of jobs generated throughout all sectors of the economy at 1.3
million to 1.7 million. Both figures have been obtained by different methods. The lower figure
results from our analysis, which consists of identifying total revenue for the sector combined
with national accounts data; the higher number is obtained by counting relevant job ads
89
.
These figures include direct jobs (software developers, mobile app specialists), indirect jobs
(suppliers to the app developers) and induced jobs (jobs created by the spending of the direct
and indirect jobs).
• Direct jobs:
• Mobile app specialists: these are IT-positions occupied by qualified employees, including
mobile app development, maintenance, and support.
• Support roles within companies employing mobile app developers: jobs consisting of
management teams, human resources, marketing, sales, etc.
• Indirect jobs: jobs created by the procurement relationships of app development firms,
including positions in security, catering and cleaning services, and office utility supply
91
.
• Induced jobs: jobs supported by the spending of wages from direct and indirect jobs. People
directly or indirectly employed by the app sector gain wages which are spent on taxes,
savings and consumption. Based on an estimate of the share of wages consumed, the
number of induced jobs is deduced.
The number of direct jobs is based on Eurostat data on sectoral output and employment from
which we deduce that 6.3 people are employed for every €1 million output in the Programming
and Software sector
90
. From the estimated €84.6 billion direct revenues for the app sector,
follows that app development supports 524 200 direct app economy jobs. The number of
indirect and induced jobs supported by the app-economy has been estimated using the input-
output model presented in section 0. Furthermore, supplier relationships and consumption
induced by the wages of direct and indirect jobs, support an additional 783 000 (cf. Table 7),
resulting in a total of 1.3 million jobs supported by demand for app development.
Table 7. Jobs generated by the app economy in the European Union (2019)
Details
Thousands of people employed
Direct jobs
• IT positions and support roles within app-
development companies.
524
Indirect jobs
• Jobs at the companies supplying app
companies
454
Induced jobs
• Jobs supported by the spending of those
directly and indirectly employed by the app
economy.
329
Total number of
supported jobs
1 308
Deloitte analysis
89
Thelle M. H. et al (2017)
90
NACE sector J62-63, “Computer programming, consultancy, and information service activities”.
Deloitte Economic Advisory 34 / 62
To put our estimation of employment in the app sector into perspective, a study by the
Progressive Policy Institute (PPI) provides a higher estimate. In 2019, they obtain − via an
altogether different methodology that consists of counting job ads with relevant keywords – an
estimate of the number of direct jobs in the European Union’s app economy of 672 000
91
. This
figure is 28% higher than our own. Table 8 summarizes PPI’s results for 2016 up till 2019. The
number of direct app economy jobs increased by close to 3% in 2019 and on average by 8%
since 2016.
Table 8. Estimates of the number of jobs created by the app economy in the EU,
2016-2019, by the PPI
July
2019
April
2018
January
2017
January
2016
Direct jobs
(thousands)
672
650
600
520
YoY growth
2.9%
8.9%
14.7%
The Apps Economy in Europe: leading Countries and Cities, PPI, 2017 and update 2019
Considering that the two methodologies are very different and independent, the results give
credibility to the range defined by the estimates. The reason for our more conservative estimate
of the number of direct jobs is possibly found in the prudent methodology used to identify all
revenue sources, particularly of the volume of revenue gained by developer firms through
subcontracting. This figure is obtained based on a 2013 survey by Gigaom and extrapolated
with a strong hypothesis on the growth rate of the sector (section 2.3.2). A sensitivity analysis
can be conducted on this figure. If enterprise demand for apps grew 5 or 10 percentage points
(p.p.) faster than consumer demand for apps, our estimate of total number of jobs supported
by the app economy reaches respectively 1.5 million and 1.8 million.
Using our IO-model to add indirect and induced jobs to PPI’s estimate of direct employment,
results in a total of 1.7 million jobs supported by the app economy in 2019
92
. This figure
represents an app intensity − defined as app economy jobs as a percentage of all jobs − of
0.54%
93
. In 2019, four European countries presented an app intensity of 1.5% or higher:
Denmark, Finland, The Netherlands and Sweden.
The number of jobs supported in 2019 by the European app economy is at least 1.3 million
and possibly up to 1.7 million, direct, indirect and induced jobs combined.
91
The Progressive Policy Institute estimates that the European App Economy totals 2.1 million jobs in July 2019,
encompassing direct, indirect and induced jobs, for 30 countries, including Norway and Switzerland. These results
are based on the identification of online job postings which contain “iOS” or “Android” or “Blackberry” or “Windows
Phone” or “Windows Mobile” or “app”. The number obtained is calibrated against national accounts data. Based
on the employment multipliers specified in their paper, and by only retaining EU28 countries as geographical
scope, we obtain the figure of 672 000 direct jobs.
92
This figure is lower than PPI’s estimate of 2 million for EU28 for the total number of jobs supported by the app
economy. The reason for this and the used methodology are detailed in appendix 5.3.
93
Sources: Eurostat (total employment) and own analysis (app economy jobs).
Deloitte Economic Advisory 35 / 62
2.5 Impact of the public COVID-19 crisis on the app economy
Worldwide, it is estimated that the COVID-19 crisis will have a limited impact on app platforms.
Taking into account the effects of the crisis, SensorTower projects revenues generated through
app platforms to increase by 20% in 2020, which is only one percentage point lower than their
initial projection
94
. The sector shows considerable resilience.
Moreover, some app categories saw their revenues increase significantly during the crisis.
Monthly health and fitness app revenues where three times as high in April 2020 than on
average over the previous year (Figure 11). Mobile game revenues were twice as high in April
2020 than the monthly average over previous months (Figure 12). Educational apps also saw a
significant increase in monthly revenues in April 2020 (Figure 13).
Figure 11. Health and fitness app revenues, Google Play and Apple store,
May 2019 – April 2020
SensorTower
Figure 12. Mobile game revenues, Google Play and App store, May 2019 – April 2020
SensorTower
94
https://sensortower.com/blog/sensor-tower-app-market-forecast-2024
Deloitte Economic Advisory 36 / 62
Figure 13. Educational app revenues, Google play and Apple store,
May 2019 – April 2020
SensorTower
At the end of March 2020, Codin’Game conducted a survey of 2700 developers worldwide on
the impact of the COVID-19 pandemic. At the time of the survey, 87% of the respondents were
still full-time employed. Temporary company closures concerned only 1.3% of developers
95
.
This overall positive situation is partly explained by the fact that developers are well positioned
to provide innovative solutions responding to the crisis. In an interview, the Italian app
developer Synesthesia noted that many actors in industries affected by the crisis turned to
developers in order to find solutions: “We saw a rise in the interest in mobile app during the
emergency”. Some industries are expected to be permanently changed, and mobile apps are
expected to play an important role in providing new solutions.
95
Codin’Game (2020)
Deloitte Economic Advisory 37 / 62
3 Mobile apps will shape the economy of
tomorrow
Section 3 analyses innovative apps and the future of the European app economy. In the first
two sections, we describe how apps have permeated business models: on the one hand many
firms incorporate apps into the way they used to provide services to their clients (3.1). In
addition, pure players emerged, which are firms that have built their activity on an app (3.2).
Finally, we look at the future of the app economy, including an exploration of the future of the
sector through the lens of developers (3.3).
3.1 Success stories of firms that integrated apps into their business
model
As smartphone penetration increases, a strong presence on mobile phones has become
increasingly important for many companies. Companies whose core-business is unrelated to the
app-economy, adapt to the digital mobile trend by introducing apps to propose their services
and goods to consumers. They also use mobile apps as internal business tools. This process is
observed among all branches.
3.1.1 Medical sector
The use of mobile devices by health care professionals (HCPs) has transformed many aspects
of clinical practice in Europe. Mobile devices have become commonplace in health care settings,
leading to the rapid growth in the development of medical apps. Numerous apps are now
available to assist HCPs with essential tasks, such as information and time management,
electronic prescribing, access to medical textbooks and drug reference guides, patient
management and monitoring, clinical decision-making, and medical education and training
96
.
VIDAL Mobile
Vidal was founded in France in 1911, and its first book, a dictionary of pharmaceutical specialty,
was published in 1914. For almost a century, the company’s revenues were generated by book
sales
97
. Vidal launched its mobile app “VIDAL Mobile” in 2010 (for iPhone) and in 2011 (for
Android, Blackberry)
98
.
The app is restricted to healthcare professionals: they need to authenticate when they first use
the app. The app helps health professionals with the diagnoses of a disease based on symptoms
and gives them easy access to information on pharmaceutical drugs.
In 2019, the app was used by more than 100 000 health care professionals and hospitals across
Europe and generated a revenue of about €250 000 through subscriptions.
96
Mobile Devices and Apps for Health Care Professionals: Uses and Benefits, C. Lee Ventola, 2014
97
The firm also developed a CD-ROM in 1989 and websites in 1999.
98
http://www.vidalfrance.com/societe/histoire/
Deloitte Economic Advisory 38 / 62
Figure 14. VIDAL Mobile’s app interface
Apple Store
Mobile phone characteristics
99
and app convenience explain why apps are adopted
even in traditional activities such as medicine. Health practitioners can always have their
phones at hand, contrary to books. Also, searching for treatment and dosage is easier and
quicker with an app. The app contributes to improving patient care efficiency.
3.1.2 Airline and Railway companies
Most European railway companies were created in the first half of the 19
th
century. Transport is
the second item in European household expenditures
100
. In 2018, rail passenger transport in
the EU was estimated at 472 billion passenger-kilometers, a 10% growth from 2013. During
the same year, 1.1 billion Europeans traveled by air
101
.
In a world where mobility plays a crucial role in people’s lives, most railway and airline
companies respond to travelers’ needs by providing basic features in their mobile app.
These apps make the booking and travelling process easier: users can book flights and trains
anywhere and at any time. Apps also enable users to easily obtain up-to-date information on
delays or gates, to exchange or cancel tickets, etc. and thanks to mobile passes, travelers can
have their boarding pass at hand.
If most transport companies nowadays propose a mobile app, some apps, such as Lufthansa
and Oui.SNCF, stand out by adopting new technologies to offer new user experiences.
99
Small handheld device
100
https://ec.europa.eu/eurostat/statistics-
explained/index.php/Household_consumption_by_purpose#Evolution_of_shares_over_time
101
https://ec.europa.eu/eurostat/statistics-explained/index.php/Air_transport_statistics
Deloitte Economic Advisory 39 / 62
Lufthansa: integration of new technologies
Lufthansa (the German national airline company) launched its mobile app in 2012. In February
2020, it counted a total of 20 million downloads and 350 000 monthly active users. New features
are continuously added, with the goal of “Rethinking air travel”.
The Lufthansa app goes beyond traditional services offered by airline apps, such as booking
tickets, mobile boarding passes and instantaneous updates. The app’s success is explained by
technological innovations, offering travelers a differentiated and convenient experience.
Lufthansa was one of the first airline companies to propose a passport and credit card scan
option on its mobile app, in 2015. Customers booking flights on the Lufthansa app can scan
their payment cards and passport with their smartphone’s camera: the relevant information is
automatically extracted. Using the scan option reduces the average mobile check-in time from
about two minutes to twenty seconds
102
.
Services permitted by the internet of things (IoT) were integrated early on. Since 2015,
users can synchronize the mobile app with their smartwatches. This option allows users to keep
an eye on all the important information about their Lufthansa flight at all times.
Figure 15. Lufthansa’s mobile app Apple Watch interface
Source: patentlyapple
102
This figure is obtained from another app with similar functionalities.
https://www.businesstraveller.com/news/2016/02/23/easyjet-app-upgraded-for-credit-card-scanning/
Deloitte Economic Advisory 40 / 62
In 2019, the Lufthansa app has added a new option which allows to directly access flight
information by voice command, without opening the app. This function is based on the Siri
Shortcut technology launched by Apple in 2018, which allows to deliver information from apps
to Siri. Thanks to a short voice command, such as "Hey Siri, my flight", users get all the flight
information from the intelligent assistant: the time needed to get to the airport, the boarding
gate, etc.
Oui.sncf: simplifying the travel process
The app proposed by the French railway company SNCF is a great example of how to meet
consumers’ expectations with innovative options. SNCF launched its mobile app in 2009. The
Oui.sncf app has been downloaded more than 18 million times and has more than 1.5 million
monthly active users. It is frequently ranked as the number one travel app in France. In 2018,
the firm announced that more sales had been achieved through the app than through
its website
64
.
The app makes the whole travel process simpler. When users perform a search, their
recent trip searches are shown, and thanks to Artificial Intelligence (AI) the app proposes trips
that are more likely to be booked. Also, the Low Price Alert
103
option has been very successful
since its launch in 2017. App users can enter the destination and the travel date of their interest,
and they will receive a notification on their mobile phone when the price is low. In 2018, this
option has led to more than 2.4 million notifications. The app thus proposes a new booking
process: users can book tickets everywhere, at any time, with an intelligent platform. In
addition, the tickets are available as QR code.
Figure 16. Oui.sncf’s app interface
Apple Store
103
Alerte Petits Prix. This option is also available via SNCF website: an e-mail will be sent when a given trip is
available. However, when using this option through the app, users can book their train as soon as it is available.
Deloitte Economic Advisory 41 / 62
3.1.3 Shopping
With M-commerce revenues reaching an estimated €394 billion in Europe in 2019, mobile apps
became an integral part of retailers’ business model. Traditional brands acknowledged that apps
are tools for increasing sales. While many retailers offer a basic app as an additional distribution
channel, other retailers offer users a renewed shopping experience.
Ikea Place: AR technology supporting shoppers’ purchasing decision
Ikea is a Swedish company founded in 1943 that designs and sells ready-to-assemble furniture,
kitchen appliances, and home accessories. Realizing that consumers were ditching showrooms
for online shopping, the company decided to develop three apps enhancing the shopping
experience: an in-store app that helps to collect barcodes, an Ikea catalog app, and an
augmented reality app to preview furniture in the customer’s room.
This last app, Ikea Place, was launched in 2017 and has been downloaded 3.7 million times
since. Ikea Place had more than 370,000 monthly active users worldwide on iPhones in February
2018
104
. This app demonstrates AR’s potential to create valuable user experiences by
solving practical problems.
IKEA Place lets shoppers virtually place true-to-scale 3D models in their own home
105
.
Consumers can use the augmented-reality feature to visualize the furniture in their house before
buying. The last version of the app also features Visual Search, allowing users to take a photo
of any piece of furniture they fancy, then find similar or identical Ikea products through the app.
Figure 17. Ikea Place’s interface
Apple Store
104
According to App Annie
105
App description in Apple Store
Deloitte Economic Advisory 42 / 62
Asos: Visual Search technology to help shoppers choose
Asos was created in 2000 in the United Kingdom as an online clothing retailer. However, with
the increasing mobile-phone penetration rate and m-commerce spending, the firm soon
understood the importance of developing a mobile app. Today, 70% of Asos’ traffic and 58% of
purchases happen on mobile
106
.
The company developed its built in-house app, which was released in 2011 in the UK and in
2014 worldwide. The app has more than 50 million downloads in total and 5 million monthly
active users in 2019.
The firm’s willingness is to “build experiences that capitalize on mobile”
107
. In line with that
idea, the app proposes, since 2017
108
, a Visual Search tool: the Style Match option. This
option is valuable for users since shoppers can take an in-app photo of a product they like, and,
thanks to both data learning and intelligent digital image processing technologies, the
app pulls similar items from a pool of 85,000 product images. This option responds to an issue
that users are facing when doing online shopping: they face a dense and hard-to-digest range
of products. This tool will help narrowing down the product range and getting customers
straight to the products they’re looking for.
Figure 18. Asos’ Visual Search option
businessinsider
106
https://digiday.com/marketing/asos-gets-50-percent-customers-buy-mobile/
107
Rich Jones, Asos’s head of product
108
2017 for the UK and 2018 Worldwide
Deloitte Economic Advisory 43 / 62
3.2 Pure Players
The novelty and the intrinsic features of the smartphone allow anyone with a good idea to
propose a unique service and experience by launching an app. When the App Store was created
in 2008, there were 5 000 apps launched the first year. Five years later, there were more than
730 000 apps available in both stores. In this section some examples of pure players are
discussed in popular categories: health and lifestyle, travel and games.
3.2.1 Health and lifestyle
Health
109
and lifestyle
110
mobile apps aim to make their users’ lives easier. These categories of
apps are growing fast. Lifestyle apps have a penetration rate of 65%
111
among Android users,
and mobile health apps are expected to increase steadily with wearable device adoption.
Smartphone features facilitate the recording of health data. Moreover, the camera of mobile
devices allows for an interaction between app functionalities, the user and its environment,
which provides a basis for innovative services.
Yuka
Yuka gives users the possibility to scan food and cosmetic products and analyzes their
impact on health. The French app was launched in January 2017, after Yuka’s developers won
the 2016 Food Hackathon, a startup competition, allowing them to benefit from a year of support
in their development.
In February 2020, Yuka counted 16 million users. In total, five million products are scanned
every day, which means that on average, 55 products are scanned per second.
Figure 19. Yuka’s interface
Yuka, 2020
109
Health apps are only for users, while m-health solutions improve the collaboration between patients and
healthcare professionals.
110
Some of the lifestyle apps include: Fitness apps, Food & Drink apps, Dating apps, Music apps, Fashions apps, news, etc.
111
https://www.statista.com/statistics/200855/favourite-smartphone-app-categories-by-share-of-smartphone-
users/
Deloitte Economic Advisory 44 / 62
The app has 3 main features:
• It evaluates the quality of food according to nutritional quality and the presence of food
additives.
• Since June 2018, Yuka also checks the quality of cosmetics according to the presence of
allergens, carcinogenic compounds, endocrine disruptors or irritant products.
• For mediocre or bad products that a user has scanned, Yuka independently recommends
more healthy alternatives.
Figure 20. Yuka’s recommendations of alternative products
Yuka, 2020
Yuka’s success is dependent on the product database. Currently, it contains 1.5 million food and
500 000 cosmetic references. About 2 000 new products are added to the database daily.
Yuka has an impact on consumer behaviors and on companies:
• 92% of users do not buy the scanned products when it is rated red on the app;
• 21 food and cosmetic companies said that Yuka has impacted the composition of their own
products
112
.
Too Good To Go
Too Good to Go was created to enable everyone to fight against food waste at their own level.
Food sellers can offer unsold items that would otherwise be wasted. Consumers can obtain food
at a reduced price. The app was launched in 2016 in France and is now available in 11 European
countries. It was downloaded 20 million times since its launch and had 700 000 monthly users
in 2019.
112
These companies include Nestlé France, Monoprix, Garancia, Unilever, Caudalie, Leclerc, Fleury Michon and
Intermarché.
Deloitte Economic Advisory 45 / 62
More than 44 000
113
food businesses are registered on the app, such as bakeries, supermarkets,
restaurants and hotels. Many food leaders joined the platform to propose their unsold items
114
.
Around 25 000 meals are sold every day.
Figure 21. Too Good To Go’s interface
Apple Store
The strategy of the app can be qualified as a Win-Win-Win
115
strategy. Too Good To Go’s success
is based on matching the needs of consumers, producers and the planet. Both producers and
consumers take part in an environmental effort by using the app. The app’s success
is linked to its environmental commitment, aligned with current mindset change. When
developing Too Good To Go, Lucie Basch, the Too Good To Go founder, understood that apps
can be activist.
Figure 22. Too Good To Go’s environmental commitment
Too Good To Go, 2020
113
https://toogoodtogo.co.uk/en-gb/business
114
Examples include Casino (FR), Carrefour (FR), Auchan (FR), Edeka (GR), Spar (NZ) and Starbucks (US).
115
Business, consumers and planet benefit reducing food waste
Deloitte Economic Advisory 46 / 62
3.2.2 Travel
Citymapper
Citymapper is an example of the innovative solutions in the field of travel and route calculations
that are enabled by the geo-localization feature of mobile devices.
Citymapper is a mobile app for urban route calculations. The start-up was created in London in
2011. The app calculates, in real time, the routes of urban transport users, by combining several
modes of transport. It considers both public transport networks, taxi and private hire, such as
self-service rental networks, from scooters to bicycles
116
.
In January 2020, Citymapper was active in 41 cities worldwide including Amsterdam,
Berlin, London, Madrid, and New York, Paris, Rome, Tokyo and Vienna, and headquarters are
based in London.
The app offers many innovative features. Citymapper indicates to the user where to board
the train in order to be close to the exit when leaving the train and suggests the best entrance
to get quickly to the platform. Citymapper also has a live service alert concerning disruptions
and offers alternative routes taking them into account. It also indicates availability of bikes and
docks at nearby locations.
Its success led the app to innovate beyond the app ecosystem. Citymapper has created a
“Citymapper Pass”, a subscription to all transport modes available in London. This new pass
integrates ticketing and payment and allows the user to avoid queues. Citymapper aims to
extend this pass to other cities. Hence, with a single subscription, users would be able to travel
easily everywhere.
Figure 23. Services offered by Citymapper
Citymapper
116
In London, Citymapper includes Bus, Santander, beryl, JUMP, Mobike, Tube, Train, Turo, Zipcar Flex, Virtuo,
Getaround, Ola, Kapten, Uber, Black Cab, FREE NOW, Ferry, Tram and on foot.
Deloitte Economic Advisory 47 / 62
3.2.3 Games
Of all the mobile apps available on the app platforms, the most popular category is gaming.
Nearly 25%
117
of all mobile apps fall into this category.
Mobile has helped broaden the age range of gamers: most time spent in mobile games is
by people over 25, who do not identify themselves as gamers
118
. Europe groups many successful
mobile game developer companies.
Supercell: Clash of Clans
Supercell is a Finish mobile game development company founded in 2010. The company has
released five mobile games which are freemium fast-paced games
119
. Supercell’s games have
been downloaded 1.8 billion times and in 2019, the company’s revenues topped €1.4 billion
120
.
The firm’s strategy relies on developing long-lasting games. More than 8 years after it was
launched, Clash of Clans still has 36 million monthly active users in 2020. The firm managed to
keep players using their app: the app never had less than 19 million monthly active users. This
success is explained by app store and smartphone specificities:
• Games are community-based: players join teams and fight against other teams. The
app platforms offer visibility to the game and allow players to battle against million
players worldwide.
• Adaption to user behavior: most smartphone apps are opened for less than 3 minutes.
Clash of Clans and Clash Royal apps are adapted to this behavior. To upgrade levels,
players must play several times during the day, for small intervals.
Playgendary and Voodoo
Even though mobile games are very popular, app usage analysis reveals that users often
download an app and use it for a very short period of time: the user retention rate of mobile
applications worldwide was 32%
121
in 2019.
With this in mind, some game developers choose a strategy to keep users playing their games:
develop multiple small games. Once players are bored with one game, they can download
another game of the company.
Playgendary, founded in Germany in 2016 and Voodoo, founded in France in 2013
122
, have both
based their strategy on developing multiple hyper-casual games
123
. Voodoo has more than 90
mobile games available on the major app platforms, of which 12 were released in the last three
months. Playgendary has a total of 69 apps available. The firms’ success relies on developing
games that attracts many users, even if is only for a short period of time. Both developers
constantly have games in the top 10 games.
117
Statista, Most popular Apple App Store categories by share of available apps, 2019
118
App Annie, State of Mobile: 2019 and beyond, 2019
119
Hay Day, Clash of Clans, Boom Beach, Clash Royale, and Brawl Stars
120
Statista, 2020
121
Percentage of users that returned to an application 11 times and more.
122
In 2019, Playgendary had a total of 1.2 billion downloads, and €53 million revenues while Voodoo had
2.9 billion downloads and €6.0 million in revenue. Voodoo and Playgendary respectively have 1 billion and
500 million individual players worldwide.
123
Hyper-casual games are games that have simple tap-to-play mechanics and offer instant gameplay. They
don’t take much of users’ time and can be played while multitasking.
Deloitte Economic Advisory 48 / 62
Figure 24. Voodoo’s and Playgendary’s top Games by number of downloads
Voodoo’s Top Games
Helix Jump
550M downloads
Crowd City
190M downloads
Color Road
103M downloads
Paper.io
253M downloads
Hole.io
184M downloads
Rolly Vortex
61M downloads
Balls VS blocks
170M downloads
Fire Balls 3D
89M downloads
Playgendary’s Top Games
Kick the Buddy
51M downloads
Polysphere
53M downloads
Tank stars
31M downloads
Partymasters
16M downloads
SensorTower
Deloitte Economic Advisory 49 / 62
3.3 Seizing mobile apps’ potential: technologies and companies of
tomorrow
3.3.1 Apps of the future
IoT and connected devices
The internet of things
124
(IoT) refers to a vast network of connected devices that share and
exploit many different types of data. Mobile apps play a fundamental role in the IoT: they
constitute the interface enabling users to interact with physical connected devices.
Gartner
125
predicts that, globally, there will be more than 25 billion connected devices by 2021.
Figure 25. Change in the number of connected devices globally (estimates)
Gartner
More and more homes will be connected throughout Europe: in 2019, there were 20 million
smart homes. This number is expected to exceed 80 million by 2023
126
, or 23% of European
households. Hence, smart homes will be a strong driver of the future development of connected
devices.
A connected home has a network that interconnects multiple devices and sensors. Services
range from communications and entertainment to healthcare, security and home automation.
Users are connected in real-time with their home, and mobile apps enable them to control and
monitor their homes.
Connected devices inside smart-homes can be regrouped into 5 categories: control and
connectivity, smart appliances, security, media and entertainment, comfort and lightning and
energy management. Table 9 describes the different categories and evaluates their growth in
2023 in terms of number of households equipped with the different connected devices.
124
63. This term includes a wide range of devices connected via mobile apps ranging from household appliances,
to cars, and even buildings forming a concept widely referred to as smart cities.
125
Gartner is the world's leading IT research and consultancy firm. Gartner regularly publishes sector analysis of
the IT market. Gartner advises more than 12,000 companies all over the world. The company employs more than
8,000 people in 85 countries and in 2016 Gartner generated €2.2 billion in revenue.
126
Berg Insight (2019)
Deloitte Economic Advisory 50 / 62
Table 9. European households (in million) equipped with connected devices, by
categories of connected devices
Category
Description
2018
2023
Control and Connectivity
The segment includes smart speakers, central control
and communication units, programmable control
buttons, and smart plugs for the control of non-smart
devices.
21
57
Growth: 173%
Smart appliances
This includes connected versions of all kinds of
household appliances, provided they are connected to
the internet.
9
27
Growth: 198%
Security
The Security segment includes surveillance products
as well as equipment for risk monitoring
11
31
Growth: 185%
Home entertainment
The Home Entertainment segment comprises the sale
of products and services for multi-room entertainment
as well as connected remote controls and streaming
devices.
16
41
Growth: 157%
Comfort and Lighting
The Smart Home segment Comfort and Lighting
includes devices for the improvement of the living
atmosphere.
14
40
Growth: 185%
Energy management
127
The Energy Management segment covers the sale of
products and services for the control and reduction of
energy consumption.
12
41
Growth: 237%
Smart Home Report (2019), Statista
Enterprise mobile applications and Enterprise mobility management
Enterprise mobility management (EMM) apps enable ubiquitous access to tools and processes
for workers. The rise of EMM goes hand in hand with the allover rise of the use of smartphones.
The modern workforce becomes more and more mobile and firms thus increasingly use mobile
devices: 60% of employees use apps for work-related activities
128
.
Moreover, enterprise mobile apps are designed to improve business and employee efficiency.
For example, mobile access to emails has been shown to increase labor productivity
129
.
Employees perform work-related tasks on mobile devices during transport time, which increases
the total time employees spend working
130
.
EMM is a growing industry. Many companies plan to adapt by offering new/additional mobile
apps: 87% of companies plan to expand their app portfolio
131
. Revenues are expected to grow
from €5.8 billion in 2017 to €13.8 billion in 2021
132
.
127
This category is still mainly linked with smart cities, but consumers are progressively proposed devices and
apps allowing them to track, control and monitor their gas/electricity consumption.
128
Digital Strategy consulting, (2014)
129
Bertschek, I. and Niebel, T. (2015)
130
iPass, 2011
131
Apprian (2016)
132
451 Research report, 2017
Deloitte Economic Advisory 51 / 62
3.3.2 Developers’ point of view on the future of the app sector
Interviews with several app development actors were conducted. As sector specialists, they
shed a light on why and how they innovate, and on the types of innovations to be expected in
the future. In addition, because of the timing of this study (February-April 2020), they
commented on the impacts of the public health crisis on the app economy.
Innovation in the app sector
“Innovation is something that should be valued, that we should embrace and appreciate in
Europe.” F. Ronchi, president and CEO of Synesthesia
Even though apps already are an “integral part of our life” (F. Ronchi), Stanislas Dewavrin, co-
founder and CEO of Oh BiBi, explains why many innovations are still to come:
“Aspects of our lives that have not been revolutionized yet are the next frontier, anything that
is done the same way for one century is about to change. Consider the way you're exercising
your democratic rights for example; do you think the next generation will feel comfortable doing
it this way? They're used to a level of communication and interactivity with leaders that has yet
to be invented”.
Over the past years, there have been many hardware innovations for smartphones. According
to S.Dewavrin: “Tech is already great. We have tons of bricks that allow us to create whatever
we want”. Future innovations will come from software combined with the use of big data.
Stanislas Dewavrin, CEO of Oh BiBi: “Innovation is progress, it's a perpetual race towards
unlocking competitive advantage in the segment”.
For app developers, “Innovation is vital to remain competitive”, (F. Ronchi). He adds that
innovation is important both for developing new solutions for their customers, as well as for
increasing the efficiency of the internal work process.
In the mobile game industry, innovation is strongly driven by user behavior. An important share
of games are hyper-casual games: “games that can get the attention from anyone out there
and which let users play for a short period of time” as Kristian Nordahl, Senior Vice President
Operations at Kiloo, puts it. These games are adapted to the way users interact with a
smartphone: the phone is used for short moments, up to 10 minutes, and users go back often
to their phone
133
. K. Nordahl gave an insight into hyper-casual games’ importance: “of the top
10 games today, give and take but we will see half of those being hyper-casual games”. Users
play these games for not more than a year and then pass on to other games. This dynamic
drives innovation, as S. Dewavrin says: “you can expect a lot of innovation [in mobile games]
as the cycles are shorter and pressure to understand people in multiple situations is pretty
high”.
133
Source: Statista
Deloitte Economic Advisory 52 / 62
The innovation process
App developers transform inventions, which are new technologies or processes, into
innovations. Innovation happens when an invention is implemented in marketable products and
adopted by consumers and enterprises. Inventions relevant for app developers are big data
analysis techniques such as artificial intelligence and virtual and augmented reality. Developers
use these inventions to propose innovative apps for consumers. A. Normand, founder of
Greenly, illustrates this transformation of invention to innovation. The app’s concept is to inform
users on the greenhouse gas emissions generated by their consumption pattern, obtained via
their bank transactions. For this, detailed databases on emissions for individual brands and
products are used. In addition, as he explains, the app “takes advantage of the consequences
of the European Directive DSP2 which obliges banks to make banking information available to
third party applications with the consent of users”.
Innovation in app development is a two-way process. On the one hand, new needs and
expectations emanate from users: enterprises and consumers. On the other hand, developers
are aware of inventions and societal evolutions of which non-specialist end-users might be less
aware. As Synesthesia’s developers state: “We have two ways to do research: bottom-up and
top-down”. Bottom-up research is more short-term and consists of “collecting customer needs
and then develop prototypes” that can be proposed to their clients. The driving idea is to
“identify the gaps in the current technology”.
The top-down process concerns longer-term development of new solutions. In collaboration with
startups and research groups at universities, technologies are selected “that will bring value for
example five 5 years from now”.
F. Ronchi gave an example of top-down innovation: “People in the future will want to know
how Artificial Intelligence decisions are made, and to be part of the process. In the future,
the non-transparent nature of AI technologies will be less acceptable for users. Developers
need to be ready in time.”
Developers acknowledge the importance of professional networks for the innovation process.
For Synesthesia, this network is both academic and business-oriented.
Developers agree on the importance of training and education for app development,
encompassing both hard and soft skills. When asked why European games are successful,
K. Nordahl answers: “Education in the arts and in software development are critical”. Europe
has highly skilled and educated people, that in addition are passionate about what they do. For
the hard skills, F. Ronchi says: “More people get trained in software development in Europe and
the quality of education is increasing”.
In development companies, a stimulating work environment is an important factor for
innovation. Freedom and intrinsic motivation are highly valued: “what we have are highly-
skilled, highly educated people who can think: they have the liberty to think.”, says K. Nordahl.
“My colleagues are passionate: they could be musicians or soccer players. They love [their job],
and that affects the creation of the games”.
Deloitte Economic Advisory 53 / 62
Future developments in apps
“Innovation will continue, there are fantastic things to do and many problems to solve.” P.
Abel, Escapadou
Interviewees agreed on the importance of connected devices for the mobile app
sector. In particular, app development for medical and health-related connected devices will
further develop. If connected devices, such as connected watches, are already largely adopted
by individuals, professional adoption in the health sector is less advanced. In Europe, “Doctors
are not equipped for remote monitoring with connected objects and applications” observes A.
Normand, who previously worked at Withings. In the future, mobile apps will be used to
“aggregate telemedicine data to identify at-risk patients in heart failure, diabetes, hypertension,
etc.”
F. Ronchi identifies digital identity as an area which will further develop. Many
technologies are included in this topic: “connection with public administrations, healthcare,
digital payments, etc.”
If mobility and micro-mobility are already important in the mobile app economy, Synesthesia
developers predict that “Mobility is a sector that will continue to grow. We saw the
explosion of electric scooters in cities and of ride-sharing. These services, that are enabled by
smartphones and apps, were quickly adopted by users. [….] This segment will continue its
expansion.”
At Synesthesia they press the idea that “a lot of trends we are seeing during [the sanitary crisis]
are going to set permanent changes on how people work, study, teach, get distraction and
entertain in the future. The digital way is going to be more and more wide-spread and accepted.”
If revealed true, many mobile app categories will see permanent changes:
• Education: During the lockdowns in many countries, education is provided online.
However, this evolution, imposed by constraint, reveals that the educational system is
not sufficiently prepared for this, which results in inequalities in access. The crisis might
accelerate the removal of real or perceived barriers to using apps and online tools for
education.
P. Abel (Escapadou) points out why mobile apps are an interesting tool for education:
“apps are not teachers but rather facilitators. Educational apps can guide children and
provide them autonomy in their learning process. For small children, using fingers on a
tablet is a very intuitive way to interact with a machine.” He also adds that these tools
can be effective for children with a handicap, for example for children on the autism
spectrum. He specifies that innovation in educational apps will be in terms of
“personalized education”: the app automatically adapts to the child’s level.
• Hybrid events: Due to the sanitary crisis, events go online. This might cause an
acceleration of the hybridization of events, “mixing physical and digital”. Mobile apps will
play a central role in hybrid events: “For these kinds of events, we need software and
mobile apps to let people interact just as if they were going physically to the event”
(Synesthesia).
• Health: the sanitary crisis demonstrates that mobile apps – because of the role they
play in data gathering, transmission and consultation − can be very useful for the health
and medical sector. In terms of mobile health, “everything that seemed desirable in the
long term a few weeks ago is now a self-evident fact”, says A. Normand. For example,
Deloitte Economic Advisory 54 / 62
apps in conjunction with connected medical devices would facilitate following chronically
ill patients, not only during the lockdown, but in general.
• Micro commerce delivery: the lockdowns caused a surge in micro-local delivery. Again,
this is a case where a trend initiated before the crises is possibly accelerated. Synesthesia
developers expect that “micro-local delivery is going to be a big deal in the future.”
Finally, developers argue that app platforms have a role to play in development of the mobile
app sector. As P. Abel says, app platforms offer “great opportunities, a fantastic medium” that
“give people the opportunity to develop apps.” App platforms he says have the responsibility to
help users find the right apps: “For the last ten years, the question has been: how can the user
find the right apps? This is a problem that Apple and Google have to address”. Some app
categories struggle to be visible on app stores. A. Normand points out that “neither Apple nor
Android have an environment category on their platform.” He defends that “If a central topic of
the next few years is the environment, and mobile applications have a major role to play in this,
then it is important to have an environment category.”
“The platforms have enabled a lot of innovation.” P. Abel
What covid-19 crisis reveals about the mobile app sector
The public health crisis brought awareness of the importance of apps in everyday life. Apps are
used for public use, such as education or information. Apps went from a nice-to-have
product to a must-have product: “mobile apps are moving from complementary component
to essential components.” says F. Ronchi. If apps are used for basic purposes, then their use
needs to be accessible by everyone: “the app needs to run on a large variety of devices and to
have the maximum level of responsiveness: one needs to think about the bandwidth used for
ads.”
134
Many players prepare for the possibility that the market and mindset will durably change: “We
have been contacted by many players among the most affected industries like tourism,
education, event organizers… All these players are very concerned with how this crisis is going
to change the market and mindset of people. Some of them think that this is going to
permanently change some industries”, reports F. Ronchi.
In the future, mobile apps can efficiently help preventing and fighting healthcare
emergencies: “Mobile apps enable a lot of features that can be used to follow up on the health
of people and to provide information to the population. The crisis offers an opportunity to solve
big problems by using big data in conjunction with mobile apps.”
134
Advertisement takes up about 50% of bandwidth. Source: Shine, Worldwide study (2016)
Deloitte Economic Advisory 55 / 62
4 Conclusion
The life of Europeans, across consumer and enterprise contexts, has experienced a drastic
change through the introduction of mobile apps in society. In this report, the EU app economy
was quantified and the increasing presence of apps in all aspects of daily life was discussed, a
trend which will continue in the future.
Mobile app stores have a positive and important impact on the EU economy. App stores’ main
role is to connect users to app developers, and in doing so, they create a frictionless
environment where users and app developers can interact in a simple and easy manner. Our
research underlines several positive impacts of app stores
135
:
• App stores have enabled disintermediation between buyers and developers which is one way
through which app stores reduce transaction costs for app developers and their users.
• App stores reduce entry barriers for developers and therefore increase the level of
competition and innovation.
• App stores increase consumer trust and security by creating a trustworthy platform for users
and developers.
The direct revenues of the app economy in the European Union
136
amounted to €86 billion in
2019 – these are revenues for mobile app developers. Including direct and indirect
contributions, the app economy generated €187 billion in revenues throughout all sectors of the
EU economy. The breakdown of this sum is as follows:
• Direct contributions: €86 billion
i. Advertising revenue: €23.3 billion
ii. Paid downloads, subscriptions and in-app purchases: € 5.7 billion. Mobile games
represented 67% of this revenue.
iii. Contract work: €55.6 billion
iv. Mobile-commerce: €1.6 billion is attributable to the app sector (for a total of
revenue of €394 billion)
• Indirect contribution: €101 billion in indirect contributions due to additional business and
household consumption triggered by app development.
In terms of value added, the app economy constituted 0.4% of European GDP in 2019.
The total number of jobs generated in 2019 throughout all sectors of the economy by the app
sector is estimated between 1.3 million to 1.7 million. Both figures have been estimated by
different methods. The lower figure is Deloitte’s estimate. Jobs are calculated using our “Input-
Output” model (total revenue for the sector combined with national accounts data). The higher
number is obtained by the Progressive Policy Institute, counting relevant job ads
137
. These
figures include direct jobs (software developers, mobile app specialists), indirect jobs (suppliers
135
App stores refer to all app platforms including Google Play store, Apple App Store, Amazon app store, etc.
136
Throughout this document, figures are cited for EU28.
137
Thelle M. H. et al (2017)
Deloitte Economic Advisory 56 / 62
to the app developers) and induced jobs (jobs created by the spending of the directly and
indirectly employed workers).
The fast growth of consumer spending on apps − Europeans spent 19% more on apps in 2019
than the previous year − shows that apps increase consumer wellbeing. Also the importance
of M-commerce, which represents now close to half of e-commerce in Europe
138
, attests to the
preference of consumers for mobile services. When given the choice, many consumers opt for
service provision via apps.
Looking at the producer side, we observe how apps have permeated business models in
many ways: on the one hand many firms incorporate apps into the way they provide
services to their clients. For example, airline and railways companies make the booking and
travel process easier with mobile apps. Some of these apps go beyond offering a mobile
distribution channel. For example, in the retail sector, Ikea Place uses augmented reality to
allow the user to visualize furniture in his home before purchasing. In addition, pure players
emerged, which are firms that have built their activity on an app. Well-known examples
are ride-haling apps, which use geo-localization, and mobile games.
In interviews conducted for this study, app developers said that future innovations in apps
will not come from hardware developments but from the software side, such as the
further development of the use of big data analysis techniques to combine personal and external
data, or augmented reality. Apps will continue to permeate more and more aspects of our lives,
in areas such as the Internet of Things (IoT), mobility, hybrid events, education and healthcare.
We can expect that the value created by mobile apps in the European Union will continue to
grow in the years to come.
138
Criteo
Deloitte Economic Advisory 57 / 62
5 Appendices
5.1 Methodology to determine the size of the smartphone-only
population
For each country in the European Union, the size of the mobile-only population was estimated
by taking the difference between the number of people having access to the internet via a
mobile and via a fixed connection.
Data on the number of fixed broadband and mobile broadband subscriptions at the country level
are provided by the ITU. We assumed that a mobile subscription provides a personal access to
the internet (for one person) and a fixed subscription for the household. World Bank data on
the size of households per country were used to estimate the number of people per country that
have internet access via a fixed connection.
The penetration rate is calculated with respect to the population aged 10 to 80 years old, as we
consider that this is the population likely to have a mobile phone
139
.
Finally, we are interested at people who have only a mobile access to the internet and use a
smartphone. At the European level, 75%
140
of mobile subscriptions concern smartphones. This
final adjustment results in a smartphone-only population of 14.7%.
5.2 M-commerce revenues
Criteo reports that M-commerce represents 43% of e-commerce in 2018
141
. By hypothesis, we
assumed this share the same for 2019.
E-commerce revenue from consumers was obtained from Eurostat data gathered through the
2019 survey on 'ICT usage and e-commerce in enterprises'
142
. The data provides the share of
turnover due to e-sales. Only 3% of total enterprise turnover in the EU stems from consumer
e-spending (2018)
143
. We assumed this share equal in 2019. These figures were combined with
Eurostat’s 2018 enterprise turnover data to obtain the value of e-commerce due to consumers.
An estimate for 2019 was obtained by assuming that enterprise turnover increased with the
same growth rate in 2019 as in 2018.
The value of total M-commerce revenue in 2019 was obtained by determining the consumer
share of e-commerce.
5.3 The number of induced jobs
The study by the Progressive Policy Institute (PPI) assumes different job multipliers than the
ones estimated by our IO-analysis, specifically for induced jobs. The PPI assumes that one
induced job is created by the wages of every two direct and indirect jobs combined. The IO-
139
https://techcrunch.com/2016/05/19/the-average-age-for-a-child-getting-their-first-smartphone-is-now-10-
3-years/
140
Eurostat data
141
Criteo 2018
142
https://ec.europa.eu/eurostat/statistics-explained/index.php?title=E-commerce_statistics
143
Video: e-commerce explained https://ec.europa.eu/eurostat/cache/infographs/ict/bloc-2c.html
Deloitte Economic Advisory 58 / 62
analysis with Eurostat data results in a lower estimate of 0.67 induced jobs created by every
two direct and indirect jobs. A possible reason for our lower value of the number of induced jobs
may lie in our estimation of the fraction of wages that is consumed (and not saved or paid in
taxes).
Applying the multipliers obtained through our IO-analysis, the 672 000 direct jobs identified by
PPI generate an additional 1 million indirect and induced jobs. This results in a total of 1.7 million
jobs supported by the app economy.
We conclude that the total number of jobs supported in 2019 by the European app economy is
at least 1.3 million and possibly up to 1.7 million, direct, indirect and induced jobs combined.
Deloitte Economic Advisory 59 / 62
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