For uptake of Massive IoT connectivity to meet expectations in the B2C and B2B2C markets, telcos will need to dramatically improve coverage and simplify their propositions.
Tag: China Mobile
As 5G launches mature, we explore the 5G consumer propositions of 10 telcos to determine how operators are commercialising their 5G investments with this segment.
Telcos in South Korea and China have seen strong early demand for new 5G services. Where else is 5G commercially available, and what are the key lessons from early movers on 5G investments and positioning?
How telcos can partner with disruptors and innovators, such as Uber, Bird and Lime, to carve a role for themselves in urban travel and address the myriad challenges facing cities.
STL Partners explores in detail how thirteen leading operators are addressing NFV and SDN. By exploring each management team’s vision for the technology and the current implementation activities, we have been able to identify six segments – from dynamic ‘NFV Business Model Transformation Pioneers’ to more prosaic ‘Utilitarian Adopters’. The report also outlines three major ‘best-practice’ recommendations for other players.
A high-level analysis of the M2M market, including the strategies of Vodafone, AT&T and Telefonica, and the impact that the Internet of Things and new entrants such as Google and others will have with new business models. What are the implications for operators, and where is it all leading?
Connected cars are set to revolutionise the automotive industry as we know it, turning the car into the ‘ultimate mobile device’ and driving the growth of M2M in a big way. With Apple, Google, telcos and many others in the chase, we analyse the growth drivers, value chain, and key battles for control of this increasingly complex ecosystem, and outline a new connected car services framework.
Telcos, Internet and technology players, banks and payment networks have disruptive $billion opportunities to act as intermediaries / enablers in mobile commerce and personal cloud services, based on the appropriate use of customer data. This report is a unique and comprehensive strategic guide for success in these roles. It analyses the strategies of the main and cutting-edge players, and outlines key success factors in designing and delivering customer propositions, technology, organisation and value network strategies. It also includes evaluations of the related strategic opportunities of ‘raw big data’, professional data services, and internal data use, and a business model showing how one type of candidate for the intermediary role, a telco, could grow profitable new revenues equivalent to c.$50Bn (5% of existing core revenues) within five years. (October 2013, Dealing with Dsiruption Stream). Telco 2.0 Transformation Index Small
In this extract from our forthcoming report ‘Cloud 2.0: Telco Strategies in the Cloud’ we outline the key components of Telstra, Singtel and China Mobile’s cloud strategies, and how they compare to the major ‘Big Technology’ players (such as Microsoft, VMWare, IBM, HP, etc.) and ‘Web Giants’ such as Google and Amazon. (November 2012, Executive Briefing Service, Cloud & Enterprise ICT Stream.)
Vodafone results Nov 2012
Regardless of business strategy, the development of ‘Smart Pipes’ – more intelligent networks – will be a key driver of shareholder returns from operators. Smarter networks will also benefit network users – upstream service providers and end users, and operators, and their vendors and partners, will need to compete to be the smartest. What are they, why are they needed, and what are the key strategies employed to develop them? (February 2012, Foundation 2.0, Future of the Networks Stream).
Facebook user saturation bubble chart
This Strategy Report plots the transformational path that telcos need to follow to achieve the $375Bn p.a. ‘Telco 2.0’ opportunities. It describes the six growth opportunity areas for the Telecoms industry, identifies new categories of operators, benchmarks the primary strategies needed by each to evolve and thrive in the new industry environment, and highlights leading examples of telco business model innovation. It has 284 pages, including a 13 page Executive Summary and a detailed index. (April 2011, Telco 2.0 Transformation Stream) The Roadmap to new Telco 2.0 Business Models