New control points are emerging in an era characterised by complex coordination challenges and machine learning. How can telcos and their partners help to maintain a balance of power in the Coordination Age?
The advent of 5G and network slicing offer the prospect of a shake-up of the structure of wholesale and MVNO models. What should telcos, regulators, current MVNOs and potential new MVNOs do?
Passive network sharing is a well-established practice, but 5G may force telcos to consider more active network sharing to overcome financial,
technological and physical constraints. We explore 5G network sharing options and cost structures, drawing lessons from existing agreements.
The launch of Orange Bank in November 2017 begs the question as to whether other telcos should also be pushing much deeper into financial services, as new regulation and the rise of smartphones disrupt traditional banking.
Indoor wireless coverage is essential to many IoT and 5G use-cases, but it’s also horribly difficult to achieve. With new entrants and changing user demands the power dynamics are shifting, and operators need to make strategic decisions now to avoid losing their stake in this market.
Big data analytics could help telcos improve performance, rebuild revenues and regain relevance with consumers, but it is not a quick fix. This report looks at what telcos have done in this area so far and what they need to do next.
Healthcare is an attractive vertical for telcos to address with digital solutions, given the sector’s low digital base and rising demand for healthcare services from ageing populations and changing lifestyles. Although many telcos have made attempts to capture this opportunity through telehealth or consumer wellness services, TELUS stands out as an example of the value of a long-term commitment to healthcare. In this case study, we examine TELUS’ strategy in health, evidence of its success, and draw out lessons for other telcos.
For the past 30 years, telecoms regulation has largely been designed to keep the market power of incumbent telcos in check. Now, the growing maturity of the market, the massive power of global digital players, and the pressing need for more investment are combining to prompt a regulatory rethink. How should telcos and regulators change their approaches to accelerate the cycle of growth and innovation?
This report explores how Net Neutrality legislation has evolved significantly, looking at the general shape and specifics in the EU, US, India, Brazil and other territories. In general telcos can differentiate some aspects of broadband access with pricing or “specialized services”, but Internet app-blocking or paid-priority are disallowed. While legal challenges are ongoing, the way ahead seems much clearer, and we explore how telcos should focus on and enable interesting non-Internet connectivity opportunities around 5G, NFV and IoT.
It’s reasonably clear that standard cellular networks will only carry a fraction of the data of the Internet of Things (IoT), but how should telcos be involved in the fast growing range of low cost, disruptive networks that will carry the bulk? We examine the alternatives and outline strategic options.
Enthusiasm for creating novel so-called “digital” services is pervasive in the telecoms industry. There is a major shift afoot in the way telcos create, integrate, sell and manage value-added propositions. But how much is enabled by – or dependent on – the network itself? In recent years, most investment has been solely for improved connectivity, but there are signs that future network capex might drive new service opportunities directly, rather than just by empowering 3rd parties.
In the first of two reports, STL Partners evaluates how several powerful forces, within and beyond the control of telcos, look set to change the shape of the European market and considers the options for how these forces might develop going forward.
5G. SDN/NFV. Gigabit cable. WiFi. IoT. Spectrum policy. Vendor consolidation. Despite carefully-constructed business cases for future network investment, the goal-posts are always moving, and even the best-laid plans face possible disruptions – positive or negative. To kick off our ‘Future of the Network’ research stream, we outlined the key questions determining the business case for future investments in the network. This is Part 2, which covers critical network-technology disruptions, the impact of government and regulation, and the shifting vendor landscape.
The network is one of telcos’ key assets. The case for investing in it was once straightforward: the bigger and faster the better. Yet today, many forces are combining to cloud that picture, such as virtualisation, regulation, the success of Internet services, network sharing, market consolidation and in some cases saturation, to name a few. To kick off our ‘Future of the Network’ research stream, we outline the key questions determining future investments in the network and our forthcoming work to address them. In Part 2, we’ll outline the key disruptive forces on the network.
BT’s attempt to acquire EE in the UK presents the regulator and its competitors with choices that could re-frame the principles of regulation and competition in an era of consolidation, with consequences for many other markets. Will BT succeed, and if so, what will be the terms of the deal, and how will the market subsequently play out?
AT&T’s residential fixed operation is underperforming as faster cable connections take over. It would probably like to trim its footprint or get out, and invest in fibre and its content business model. Is that really an option, and what are the lessons for other telcos?
Verizon and Comcast have invested in high bandwidth fibre and cable networks, whereas AT&T has until recently focused on U-Verse, an IPTV play. Which strategy is winning out and why? The answer is surprising and may transform the US and other markets, and there are parallels with Apple and Samsung’s ‘deep value’ strategies of investing in assets that are hard to replicate.