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市場調查報告書

TELCO 2.0 - MNO的數位轉換:方法與理由

TELCO 2.0 - DIGITAL TRANSFORMATION FOR MNOS: HOW AND WHY

出版商 Mobile Market Development Ltd 商品編碼 338726
出版日期 內容資訊 英文 35 Pages
商品交期: 最快1-2個工作天內
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TELCO 2.0 - MNO的數位轉換:方法與理由 TELCO 2.0 - DIGITAL TRANSFORMATION FOR MNOS: HOW AND WHY
出版日期: 2015年09月02日 內容資訊: 英文 35 Pages
簡介

本報告以新興數位部門短∼中期性出示的選項為主題,提供MNO的未來方向性相關驗證等系統性資訊。

目錄

  • 1. 概要
  • 2. 簡介
  • 3. 歷史觀點:市場情形
  • 4. 數位轉換的贊成與反對
    • 受到數位作用的市場演進
    • 新市場上可利用的作用
  • 5. 轉換的方法
  • 6. 結論與建議

附錄

目錄

All traditional (voice and SMS-based) revenues are increasingly at risk from OTT alternatives. Based on historic Telco performance and competitive response times, there is significant risk that current providers will not react quickly or effectively enough to prevent this loss causing major damage to their own business model.

MNOs have a history of charging for voice and underpricing data connectivity (at least in moderate volumes), considering it a marginal revenue leveraging infrastructure that the voice pays for. The model has two major flaws - it relies on a lower cost of servicing the debt incurred to buy licences, spectrum and infrastructure than is the case in today's Global money market and it relies on a longevity and persistence of voice revenues at an effective rate per minute beyond what may now be expected.

MNOs must decide quickly if they wish to specialise in providing connectivity only, or to enter the digital market, either as leaders or in partnership with others.

This is a decision that will define the MNO of the future and it must be taken actively - wait and see is not an option for any player that wishes to determine its own future.

  • Being a good connectivity supplier is a valid choice, but the revenues generated by companies that take that approach must be better matched to the real current and future cost of supply - current models where OTT app providers and users do not contribute to the cost of the network will not support the continuation of those networks.
  • Entering the digital space - alone or with partners - requires the MNO to learn and deploy new skills and accept that digital revenues (at least in the early stages) will be both small and diluting of current revenues. It is not easy to prioritise a business that generates less revenue than it simultaneously removes from the current stream. A small percentage increase in current ARPUs or reduction in churn will dwarf early digital revenues, and it is a brave management team that will pursue this in the face of shareholder pressure for results this year.

This report examines the options presented by the emerging digital world in the immediate to medium term, to help MNOs make decisions about their own future direction, rather than relying on inertia or an unlikely persistence of old models to save them from extinction.

Companies: Singtel, TeliaSonera, GSMA, Skype, WhatsApp, Facebook, Sony Pictures, Warner Brothers, Globe Telecom, Telstra

Countries: UK, France, Germany, Italy, Japan, Spain, Netherlands, Poland, South Korea, Brazil, Russia, India, China, Nigeria, Sweden, Austria, Finland, Singapore, the Philippines, Australia

Table of Contents

  • 1 Overview
  • 2 Introduction
  • 3 Historical Perspective - Market Context
  • 4 Digital Transformation Pros and Cons
    • Market Evolution Catalysed by Digital
    • Roles Available in the New Markets
  • 5 How to Transform
  • 6 Conclusions & Recommendations
  • Appendix
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