Tag: Vodafone

5G Bridging the gap from hype to reality

5G: Bridging hype, reality and future promises

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.

A new role for telcos in smart cities

A successful smart city strategy is crucial in enabling cities to manage rising populations and compete for investment and talent at a national and global level. The challenge is getting the complex ecosystem of players and partners to work well. How can telcos position themselves as strategic partners in this transition, and help enable successful collaborative innovation?

mobile content telco growth

Can mobile content plays help telcos return to growth?

As mobile markets become increasingly competitive, telcos are looking at mobile content plays as a way to differentiate their offerings. The mobile content proposition is finally coming into its own, as the spread of 4G networks means high bandwidth demand uses such as video streaming are becoming a reality.
But mobile operators have traditionally offered very little in the way of content. So how should they approach a content play, and more importantly how can they use content to grow mobile ARPU to replace dwindling revenues as voice and SMS declines?

Sense check: Can data growth save telco revenues?

Some telcos are hoping that mobile data growth will resurge and transform their fortunes, though STL Partners has previously argued that data growth will not be enough. In this report we re-examine this argument looking at global trends and present the insights and lessons from six operator case-studies including DNA Finland, T-Mobile US and Reliance Jio.

Telco NFV & SDN Deployment Strategies: Six Emerging Segments

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.

Problem: Telecoms technology inhibits operator business model change (Part 1)

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.

Mobile app latency in Europe: French operators lead; Italian & Spanish lag

Our latest analysis shows staggering differences in ‘app-lag’ (the time it takes for an app to get a response over the Internet) across France, Germany, Italy, Spain and the UK, and twenty mobile operators. This has significant consequences for customer data experiences, and potentially operator market performance too. Operators in France, particularly Bouygues and Free, are delivering a superior customer app experience while 3 in Italy and Movistar in Spain are European laggards. (October 2015, Foundation 2.0, Executive Briefing Service.)

Digital Services: What is Your Digital Business Worth?

Digital Services: What is Your Digital Business Worth?

We outline our ‘proxy model’ for valuing Digital Services Businesses, based on current best practice, which has significant advantages over traditional approaches. This report, our second of two on valuation, gives a worked example of a telco’s digital business in Asia that is already worth $1bn, and includes an analysis of approaches being taken by some leading telcos today.

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