How will getting into the MVNO business help Google shore up its business model? We examine Google’s objectives, how it could price the service, and the implications for telcos and other players.
Facebook has changed substantially since we first analysed the company in 2011. In our latest major report we explore the accuracy of our 2011 predictions regarding users, revenue and strategy. We also examine Facebook’s current aspirations and challenges and explain why, where and how operators should be working with Facebook to build value.
Netflix’s success in the US and in Western Europe has demonstrated that consumers are willing to change how they watch and pay for TV and movies. As a result Netflix’s OTT proposition is challenging traditional pay TV models and changing how new broadband services are looking at content. For some players Netflix is a threat and for others an opportunity. So, how should content owners, channels, pay platforms and broadband providers respond?
STL Partners’ industry transformation analysis, including a recent global survey of telco executives, suggests operators’ digital ambitions are rising fast but, given 9 substantial implementation challenges, too little is currently being done to engender successful industry-wide business model transformation. We also look at the lessons from NTT DoCoMo, one of the operators that has made the most overall progress towards a ‘digital’ model.
Although telcos aren’t generally associated with disruption, many operators around the world have attempted to disrupt adjacent markets, such as digital commerce, entertainment and financial services. In some cases, telcos have even disrupted their core broadband and communications markets. While many of these moves have fizzled out or have flown below investors’ radar screens, several have had a major impact on both the telco’s revenues and relevance. These include SK Planet, M-Pesa, Au Smart Pass and BT Sport. Why do some disruptive moves by telcos succeed and others fail?
What is disruption, when is it a good idea, and what do you do when it happens to you? We illustrate five principles of disruptive strategy based on our analysis of the telecoms and adjacent markets over the past eight years. The analysis covers both principles of creating and defending against disruption.
A small and surprising set of national operators are delivering outstanding performance in the challenging European market. Our analysis shows how they’re achieving differentiation with smart strategies that target the hottest customer need, and the considerable ramifications for the rest of the market.
Disruption is now widely spread and relatively well recognised throughout the global economy, but dealing with it is another matter. This challenge is central to the agenda of strategists and decision makers in every industry, particularly among Telecoms, Media, Technology, Retail, Finance, and Consumer Brands. What are the key factors, lessons and strategies for success in the increasingly dynamic and …
The unveiling of Apple Pay and unravelling of Weve (the UK operators’ payments venture) looked like bad news for telcos’ ambitions in mobile payments in some markets, and highlighted challenges to Google and others’ models. Yet there are already successful telco models and favourable market trends that telcos should exploit. So what are the opportunities now?
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.
Free’s shock bid for T-Mobile USA will stretch its finances and management capacity to the limit. Can Free’s package of tactics, technology, and procedures work in the US context?
Since Google acquired Nest for $3.2bn, Apple and Samsung have also entered the complex battle for the connected home. We analyse in-depth why Google wanted Nest, the players’ goals and strategies, and what should telcos and others do to stay in the game?
Facing lockout from a growing chunk of the Internet and mounting competition from the Facebook-Microsoft alliance and Amazon, Google’s core business is under intense pressure. The search giant’s response is to innovate, offering consumers proactive recommendations, as well as reactive search results. Once an interesting sideline, Google Now has become fundamental to the Mountain View company’s future. Is the suggestion service good enough to maintain Google’s position as the world’s leading big data company?
A launcher is a customizable home screen for an Android device that allows users to reorganize, customize and interact with their device. Launchers are gaining popularity, with Facebook, Google, Twitter and Yahoo all having either acquired or developed their own versions, but the market is fragmented with different launchers providing different functionality, services and monetization methods. Our latest analysis shows how telcos should seek to explore this area to help them establish more relevance in the digital ecosystem.
T-Mobile USA’s ‘uncarrier’ strategy has delivered significant net additions, but is it a good strategy – and is the disruption promised by Softbank CEO Masayoshi Son already underway? We compare it to Free Mobile’s disruptive approach in France, and the results of its competitors’ responses.
Digital transformation is now impacting every industry, and one of the hardest organisational challenges is developing small-scale innovations fast and managing them in large and mature organisations. Here are our recommendations and key findings from the OnFuture EMEA 2014 cross-industry brainstorm, including a summary of Facebook’s internal recipe for speedy success. (June 2014, Executive Briefing Service, Transformation Stream.)
Existing Business remains the biggest obstacle to innovation
In this new report based on Telco 2.0 Transformation Index analysis we compare Vodafone’s competitive positioning with another European-centric multi-national, Telefonica. The results are surprising and instructive, showing that Vodafone faces substantial challenges if it is to grow in the foreseeable future.