Scope 3 represents the bulk of telcos’ greenhouse gas emissions which arise from operators’ upstream and downstream activities and are the hardest to address. In this report, we present three steps that telcos can take to successfully measure and curtail their value chain emissions.
Telcos need new skills to change their organisations to compete like technology companies. Insights from our Future skills tracker tool show that telcos are behind techcos in the penetration of key skillsets and provides direction on the capabilities required to become more innovative, agile and software-driven overall.
Digital identity has become a critical aspect of modern life, but security and user experience are suffering from market fragmentation and limited visibility or control for end users over how their personal data is used. How can telcos build on their existing services to solve these challenges?
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.
Mobile apps are at the heart of the modern digital economy. Although many telco-owned apps have struggled, some have broken the mould, achieving high levels of adoption and usage. How did they do it?
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.)
Digital initiatives are an important part of the telecoms growth story. However, because they are so different to the traditional telecoms business, they require different performance metrics: a digital dashboard. In this report, we examine the importance of metrics in shaping business performance, explore the contribution of metrics to 3 telco digital success stories, and reveal how a cutting-edge approach to metrics is driving digital execution at Telkom Indonesia.
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
Opportunities exist for operators to support third-party businesses in Customer Profiling, Marketing offers, ID & Authentication, Network QoS, and Billing, Payments & Collection. However, our in-depth research among senior execs in ‘upstream’ industries (e.g. retail, media, IT, etc.) and telcos shows that poor communication of the telecoms value proposition and slow implementation by operators is frustrating upstream customers and operators alike. Our independent new analysis (kindly sponsored by Openet) identifies strategic customer segments for telcos building new ‘Telco 2.0’ business models, key obstacles to overcome, six real-world implementation strategy scenarios, and strategic recommendations for telcos. (April 2012, Executive Briefing Service, Transformation Stream.)
Google’s Advertising Revenues Cascade