Mobile operators have many of the assets and capabilities required to become a major force in financial services, but they will also need to tap expertise in data analytics/machine learning.
AI, coupled with a data-centric approach and automation, looks like it is starting to pay back the operators who have led in this field. Where can industry leaders go next, and what are the key lessons for others on how to ‘jump the curve’?
Our detailed analysis of the consumer markets in the UK and Brazil shows some common trends and highlights important differences. Beyond the triple play, innovation is sparse, particularly in the UK. So what can telcos do to grow?
Edge computing is a strategic opportunity for telcos. We examine the driving needs and applications for telco edge computing, describe the market and the options for telcos, discuss their partnerships with hyperscalers and recommend key actions.
This report explores how the cloud gaming market is likely to evolve and what this means for telcos. Beyond providing better connectivity through 5G and edge computing, there are several ways in which telcos can add value to the cloud gaming ecosystem.
Alongside the roll-out of 5G cores and radios, the Radio Access Network (RAN) is evolving to a more open, virtualised and distributed architecture. What are the opportunities and risks for telcos?
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.
What should telcos do to bridge the gaps between current hype, actual performance, and future promises on 5G? We argue that a data-driven and forensic approach to roll-out and marketing will be the key, particularly in the uncertain economic environment driven by the COVID-19 pandemic, and review the timelines for future applications.
Successful innovation for telcos is important but has proved elusive. We look at some successes and more failures to draw out the common factors required for innovation to succeed.
After considerable hype and uncertainty, the near term developments for 5G are now much more apparent, including which nations will go first, chip and handset availability, and the use of different spectrum bands.
Telefónica’s systematic and sustained push into personal data management holds valuable lessons for other telcos about building trust and credibility. The report also covers personal cloud / data plays by NTT DOCOMO and financial services company Mint.
Recently, Orange passed 22 million homes, Telefónica 20 million, and AT&T is now reaching five million more every year. The Chinese have over 300 million FTTH connections. What does FTTH do for ARPU, churn, OPEX and 5G that makes it so compelling?
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.
‘Network as a Service’ (NaaS) and ‘enterprise virtual CPE’ (vCPE) are the leading customer-facing applications in which NFV and SDN approaches are being applied. This report looks at 13 leading operators in North America, Europe and Asia, what they are doing, and what strategies are emerging.
STL Partners explores in detail how thirteen leading operators are addressing NFV and SDN. By exploring each management team’s vision for the technology and the current implementation activities, we have been able to identify six segments – from dynamic ‘NFV Business Model Transformation Pioneers’ to more prosaic ‘Utilitarian Adopters’. The report also outlines three major ‘best-practice’ recommendations for other players.
In this analysis we examine the background and trajectory of Telefónica’s high-profile NFV program, how it may evolve, and the implications for other operators on or considering the journey.
The last few years have seen attempts by many leading telecoms operators to refresh their business model and generate new sources of growth and value. Now many digital initiatives are being scaled back. Telefonica and Telenor, two companies in the vanguard of the ‘drive to digital’ have both disbanded their digital organisations. In the first of two reports, STL Partners explores why efforts to yoke platform and product innovation businesses to a traditional infrastructure business have proved so difficult. The financial and operational constraints associated with traditional telecoms – particularly the need for long investment cycles in ‘one-function’ infrastructure – have made achieving the switch to ‘agile digital innovation’ all but impossible. But all that may be about to change and the future could be a little brighter.