Why can’t telcos do a Snapchat? The answer to this question is they did: it was called the Multimedia Messaging Service (MMS) – remember that? So why has Snapchat succeeded where MMS failed? The success and failure factors become more obvious when you look at the differences between the two services.
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.
Consumer and enterprise communications behaviours are changing significantly around the globe as new solutions meet core needs more effectively and change customer expectations. This extract from our latest major report provides insight to the changes, and describes effective strategies that meet these evolving needs for both incumbents attempting to defend existing services and innovators seeking to disrupt and create new value. (December 2013, Executive Briefing Service)
Psychological and social advantages of voice, SMS, IM, and Social Media Dec 2013
In theory, Microsoft and Skype have the resources, the brands, the customer base and the know-how to shape the future of telecoms and become a strategic counterweight to Apple and Google. Can they do it – and what should telcos’ strategy be? (June 2011, Executive Briefing Service, Dealing with Disruption Stream).
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