Disruption is taking place across the voice and messaging space – not just with telcos. Established vendors and de facto technology standards are also being challenged. For example, Cisco, the market leader in enterprise telephony, finds itself being disrupted in key markets by other vendors offering more horizontally integrated solutions. This report provides an overview and insight into a number of vendors and technologies in the voice and messaging markets, including telco platforms and services, and LTE, RCSe, and WebRTC. Three telco case studies (Vodafone, Telefonica and AT&T) are also provided, examining their activities, products and results.
This report will help digital commerce players assess some tough technology and strategy choices in the on-going mobile marketing and commerce battle. E.g. Will bricks and mortar merchants embrace NFC or Bluetooth Low Energy (BLE) or cloud-based solutions? If NFC does take off, will SIM cards or trusted execution environments be used to secure services? Should digital commerce brokers use SMS, in-app notifications or IP-based messaging services to interact with consumers? What are the big players backing, and what will be the key indicators that a specific technology is likely to win?
The provision of Location Insight Services (LIS) represents a significant opportunity for Telcos to monetise subscriber data assets. This report examines the findings of a survey conducted amongst representatives of key stakeholders within the emerging ecosystem, supplemented by STL Partners’ research and analysis with the objective of determining how operators can release the value from their unique position in the location value chain. (August 2013, Foundation 2.0, Executive Briefing Service, Dealing with Disruption Stream.)
Making Money from Location Insights
The advent of smartphones and tablets is disrupting the $10Bn+ loyalty market by opening up new ways for brands and retailers to engage with their customers in a highly interactive fashion. This briefing analyses that market, why mobile is a compelling medium in it, key mobile app types, and leading edge strategies used by online players and traditional retailers. It concludes by outlining the strategies telcos need to employ to add value and exploit their assets and capabilities to play a major role in the value chain. (July 2013, Executive Briefing Service, Dealing with Disruption Stream.)
Loyalty and Mobile Venn Diagram 2013
The ‘Mobile/Digital Wallet’ needs to evolve to support authentication, search and discovery, as well as payments, vouchers, tickets and loyalty programmes. Moreover, consumers will want to be able to tailor the functionality of this “commerce assistant” or “commerce agent” to fit with their own interests and preferences. Our report and analysis of the Digital Commerce 2.0 Executive Brainstorm, 20 March 2013, part of the New Digital Economics Silicon Valley event. (April 2013, Executive Briefing Service, Dealing with Disruption Stream.)
Who is best placed to win in local commerce April 2013
Many companies are struggling to build a mobile commerce business case that generates significant incremental revenues in the next five years. But some will ultimately use digital wallets to create a valuable platform that bolsters customer loyalty and produces substantial revenues from location-based marketing, advertising and the management of personal data. What are the barriers, how can they be overcome, and what are the key actions for telcos, major internet players, banks and payment networks?
Facebook has launched ‘Facebook Home’, technically a shell around the Android OS, that in theory creates valuable new advertising inventory on the screens of users’ phones. What will its impact be in practice for Facebook, and on Google, mobile operators, and other device manufacturers? (April 2013, Foundation 2.0, Executive Briefing Service, Dealing with Disruption Stream.)
Facebook Home ‘Coverfeed’ April 2013
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