We found subtle but significant shifts at the GSMA’s Mobile World Congress 2023 that show how the market’s need is changing to ‘connecting technologies’ rather than ‘connectivity’. This has deep implications for the industry and telcos in particular.
Telcos (and others) have had mixed results from their experience of ecosystems. We look at AT&T Community, DTAG’s Qivicon, GSMA Mobile Connect, TIP and Android to analyse success factors and approaches to maximise the potential of future ecosystem initiatives.
As a conglomerate with growing investments across the Internet of Things and AI value chains, SoftBank is a unique and intriguing player in the telecoms industry. What exactly is SoftBank’s strategy, and does it give its telecoms businesses a competitive advantage?
How telecoms industry CEOs can reignite growth, align investors, employees, customers and governments, and reinvigorate the industry for the next decade.
M&A is a key tool in building digital businesses, but is the telco sector investing enough? We examine the key drivers and barriers to telco digital M&A strategies, comparing investment levels to other verticals, and compare and contrast M&A activity with our previous findings.
Although the B2B market could deliver significant revenue growth, most telcos’ enterprise businesses are not delivering their full potential. In this report we analyse the reasons why and outline how telcos can build a successful B2B strategy.
Digital solutions supporting consumer health and wellness are proliferating, driven by the take-up of wearables and a growing supply of data from consumers, advertisers, insurers and healthcare providers. In this report we explore the ecosystem, and discuss the key players and opportunities, the likeliest areas for disruption, and the potential opportunities for telcos, as well as presenting case studies of the digital health strategies of Google, Apple and Microsoft.
Telcos traditionally think of every new service as a profitable new revenue source, and create services in silos with little thought for the total customer experience and overall creation of value. In contrast, the big internet and tech players typically build their future offerings as part of an integrated strategy to raise the overall value of their platforms. This extract from ‘A Practical Guide to Implementing Telco 2.0’ shows key lessons for telcos. (September 2012, Executive Briefing Service, Dealing with Disruption Stream.)
Generic Telco Strategies September 2012
Customer Experience: Back to the Future of Voice. Colin Lees of BT on the future of the UK voice service and the transformation of BT’s service platform. Presentation from EMEA Brainstorm, November 2011. (November 2011, Executive Briefing Service, Cloud & Enterprise ICT Stream) Network transformation across BT
M2M 2.0: Service Enablers – New Business Models Needed, Presentation by Sven Krey, Head of Sales Development, M2M Competence Centre, Deutsche Telekom. Business model challenges facing operators in M2M and how DTAG is facing them. Presented at EMEA Brainstorm, November 2011.
M2M connections explode, prices plunge
M2M 2.0: Strategies and Business Models, Presentation by Helene Hartlief, M2M Marketing Manager, KPN. Describes KPN’s approach to monetising their investments in M2M. Presented at EMEA Brainstorm, November 2011.
Cloud EMEA Nov 2011 Colt integrated experience
New analysis by Telco 2.0 partners, Arete Research, suggests that only only three or four mobile handset software platforms will remain by 2012.
A write up and analysis of new research plus participants’ and speakers’ views at the May 2009 Telco 2.0 Executive Brainstorm exploring the challenges of open APIs. (May 2009)
BSkyB’s platform shows a multi-sided business model in action, bringing value to both upstream and downstream customers and earning decent returns for shareholders.
Explanatory presentation and brief on a set of ‘use cases’ we’re developing that illustrate how telcos might exploit the 2-Sided Business Model Opportunity. (June 2008)
Telecoms Operators have some great advantages Vs Google in the delivery of new services but only if they recognise and act on their strengths. (March 2008)