The Digital Dashboard: How new metrics drive success in telco digital initiatives

£1,000.00 excl VAT

Digital initiatives are an important part of the telecoms growth story. However, because they are so different to the traditional telecoms business, they require different performance metrics: a digital dashboard. In this report, we examine the importance of metrics in shaping business performance, explore the contribution of metrics to 3 telco digital success stories, and reveal how a cutting-edge approach to metrics is driving digital execution at Telkom Indonesia.

Description

Format: PDF filePages: 41 pagesCharts: 26Author: Albane CoeurquetinPublication Date: February 2015

Table of Contents

  • Executive Summary
  • Introduction
  • Why metrics matter
  • Metrics make a difference: 3 case studies from telecoms operators
  • 3 additional reasons why Telcos need digital metrics
  • Alternative approaches to digital metrics for telecoms operators
  • Introduction
  • The corporate approach – the Balanced Scorecard
  • The start-up approach – LEAN & AARRR methodology
  • Telkom Indonesia’s approach to digital metrics
  • Background
  • Telkom’s current digital strengths
  • Telkom Indonesia’s digital metrics system
  • Benefits of the digital metrics system to Telkom Indonesia
  • Conclusions
  • STL Partners and Telco 2.0: Change the Game

Table of Figures

  • Figure 1: Digital metrics should be driving change at CSPs but are themselves proving difficult to implement
  • Figure 2: “Build – Measure – Learn” concept
  • Figure 3: Business plan and financial metrics are out-of-date in a digital world
  • Figure 4: Near perfect correlation between number of agents and number of M-Pesa subscribers, R2 = 0.96
  • Figure 5: Metrics reporting by M-Pesa, December 2012
  • Figure 6: Turkcell’s Mobile Marketing Platform Overview
  • Figure 7: Turkcell’s continuous development of it Mobile Marketing portfolio
  • Figure 8: Libon single roadmap enables rapid evolution and rich features
  • Figure 9: Libon – Cost per Monthly Active Users (M)
  • Figure 10: Illustrative Net Synergy Make up (Hypothetical case)
  • Figure 11: Facebook vs. Yield Businesses: Revenue and Enterprise Value (EV)
  • Figure 12: Facebook: Monthly Active Users vs. Valuation
  • Figure 13: Different players’ metrics requirements
  • Figure 14: Balance Scorecard concept
  • Figure 15: AARRR model
  • Figure 16: Pros & Cons – Summary table
  • Figure 17: Telkom Indonesia’s Metrics Approach – Characteristics
  • Figure 18: Telkom Indonesia’s digital strengths
  • Figure 19: Telcos – slow by design?
  • Figure 20: Telkom Indonesia’s TIMES service portfolio
  • Figure 21: LEAN start-up approach
  • Figure 22: Delivering Innovation – Telkom’s internal organisation
  • Figure 23: Telco 2.0 Domain Framework
  • Figure 24: Metrics Prioritisation & Outcomes Example
  • Figure 25: Governance process – Phase 1 & 2
  • Figure 26: Innovation Governance – Case studies examples

Technologies and industry terms referenced include: AARRR, Business Model, case study, digital, facebook, google, Innovation, LEAN, Libon, M-PESA, measurement, Metrics, Strategy, Telkom Indonesia, transformation, Turkcell