Mobile apps are at the heart of the modern digital economy. Although many telco-owned apps have struggled, some have broken the mould, achieving high levels of adoption and usage. How did they do it?
We outline our ‘proxy model’ for valuing Digital Services Businesses, based on current best practice, which has significant advantages over traditional approaches. This report, our second of two on valuation, gives a worked example of a telco’s digital business in Asia that is already worth $1bn, and includes an analysis of approaches being taken by some leading telcos today.
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.
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?
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
An analysis of M-Pesa and Wizzit: one a classic Telco 2.0 platform and the other an extension to tradional banking services. What are the lessons for operators worldwide? (July 2009, Dealing with Disruption Stream)