In a market with a high volume of free consumer cyber security services and a number of consumer safety players offering premium digital life protections, how can telcos carve out an opportunity for themselves?
In recent years, the web 3.0 movement, which seeks to fundamentally change the economics of the Internet, has gained significant momentum. For many telcos, the disruption caused by a shift to web 3.0 could open up opportunities to rebuild relevance and revenues in the consumer market.
Singtel’s data analytics business, DataSpark, has achieved some impressive results, but scaling is hard. Its path highlights lessons on dealing with the challenges facing all telcos building new businesses, e.g. how to govern and manage relationships with the broader organisation, measuring success, and finding the right skills and partners.
Driven in part by the COVID-19 pandemic, demand for both core broadband and value-added services is growing. This presents new challenges and opportunities for operators seeking growth “in the home”. However, traditional growth strategies, such as the triple play proposition, have reached maturity – telcos must therefore find new ways to drive sustained growth and stay relevant in the space.
As public suspicion about the veracity of online information increases, telcos could use their behavioural data to help Amazon, Google, Airbnb, Uber and others counter fraud, identity theft and fake reviews.
Telcos are well placed to enable the healthcare sector to meet the rising demand for secure and reliable in-home monitoring and treatment for the elderly and infirm.
The global shift away from cash opens up a variety of potentially lucrative opportunities for telcos. What should telcos do to capitalise on the synergies between telecoms and financial services?
What other telcos can learn from AT&T’s and Verizon’s rapidly diverging strategies in the digital advertising market.
Artificial intelligence (AI) is more powerful and affordable than ever, and the leading consumer-facing AI platforms – Google, Apple, Facebook and Amazon – are in an arms race to bring the technology to smartphones. AI will radically change the way people use smartphones, but what are the implications for data traffic and consumer expectations, and what role should telcos play in this evolution?
The Consumer Internet of Things (IoT) market could be huge, but hasn’t yet taken off. We look at why, analysing leading telcos’ and others strategies to date (including DTAG, Orange, and Telefonica), and outline a strategy for how telcos could play a major role by solving some of the key problems.
US President-elect Donald Trump made many statements during the campaign, but now that he has won the election what will his administration do? In this report we look at five key areas for the TMT sector and analyse how we think Trump’s presidency is most likely to impact them.
There has never been a better time for telcos to establish a profitable role as a market enabler in the mobile advertising ecosystem. STL Partners analyses how 3 telcos – Sprint, Turkcell and SingTel – lead the way in leveraging permission-based subscriber data and highlights the role that each has chosen to perform. The report assesses each company’s strategy and execution, outlines the core reasons for their success, and identifies 6 ways in which telcos can accelerate time to market with advertising and marketing solutions. (December 2015, Foundation 2.0, Executive Briefing Service, Dealing With Disruption Stream, Telco 2.0 Transformation Stream.)
Mobile Authentication could be Telcos’ key asset in the digital economy, but they are in danger of losing out through insufficient action. There are good case studies and an excellent blueprint in the GSMA’s Mobile Connect initiative for how to monetise their assets and stay relevant. So why aren’t they getting on with it?
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
For ‘Personal Data’ to realize its potential as a new class of economic asset there needs to be a global, cross-industry approach that empowers and protects consumer users, enables businesses, and that has scope for appropriate governance. This report is a summary of the significant progress made towards this aim made by the World Economic Forum’s Re-thinking Personal Data ‘Tiger Team’, facilitated by STL Partners with the support of the Personal Data Ecosystem Consortium, MIT Media Lab, Microsoft, Ctrl-Shift and other leading experts, at meetings held in March 2012 in San Jose, and in London in June 2012. (July 2012)
WEF Personal Data principles draft June 2012 small
An extract from our 284 page, 124 chart, strategy report that analyses the business models, markets, objectives, strategies and modus operandi of the major adjacent players, and their current and future impact on the telecoms industry. The report identifies the areas and options for competition and co-operation, and outlines potential strategies for interacting with each player. It also draws the combined activities of the digital empires – telcos, so called ‘OTT players’ and others – into the context of the new ‘Great Game’, the battle for power and value in the emerging digital economy. (Page updated February 2012, report published November 2011, Dealing with Disruption stream) Google Apple Facebook Microsoft Skype Amazon Telco 2.0 Disruptor Report Cover
The debacle with Sprint, AT&T and T-Mobile US over Carrier IQ’s phone monitoring software highlights the pitfalls and opportunities of recording user behaviour, controlling mobile broadband networks and working with personal data – a key enabler of the new digital economy and new telco business models. This is our analysis of the issues and key lessons. (December 2011, Executive Briefing Service)
Carrier IQ Smartphone Eye image Dec 2011 Telco 2.0