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Digital Economy Software Strategies Framework for CSPs: Finding New Sources of Revenue

出版商 Analysys Mason 商品編碼 318619
出版日期 內容資訊 英文 44 Slides
商品交期: 最快1-2個工作天內
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CSP的數位經濟軟體策略架構:發現新的收益來源 Digital Economy Software Strategies Framework for CSPs: Finding New Sources of Revenue
出版日期: 2014年11月11日 內容資訊: 英文 44 Slides

通訊服務供應商(CSP)需要以3個不同的方法參加數位經濟 ─ 作為數位商品、服務的供應商、作為傳統商品服務的數位經濟供應商,及作為企業成為數位經濟玩家的促成者。軟體成為實行這些的關鍵。




  • 成長需要的通訊產業
  • CSP參與數位經濟提供成長的可能性



  • 數位經濟持有幾個強力的促進要素,不過,對CSP來說的風險比傳統的領域高


  • 紮根的CSP需要以3個方法參加數位經濟
  • CSP提供可讓其他的企業參加數位經濟的實施數位經濟服務


  • CSP為了定義參加數位經濟的方法,需要回答4個策略性疑問
  • 策略性問題1:CSP的市場觸及到多大程度的範圍
  • 策略性問題2:價值鏈將CSP置於多高的地方
  • 策略性問題3:業者在哪個地區發揮作用
  • 策略性問題4:CSP如何發展產品、競爭力,還有如何送交那些到市場、其他


著者/關於Analysys Mason



CSPs have core competencies that should help them to participate in the digital economy, but they need to create new operational competencies - and take more than the normal amount of risk while doing so.

Communications service providers (CSPs) need to enter the digital economy in three different ways - as providers of digital goods and services; as digital economy providers of traditional goods and services; and as enablers for enterprises to become digital economy players. Software is the key to doing this.

This Report provides:

  • a framework for understanding the many different strategies for CSPs' entry into the digital economy
  • an overview of the approaches that key CSPs are using to become digital economy businesses.


The following companies are mentioned in this Report.

  • AT&T
  • BSkyB
  • COLT
  • Comcast
  • Deutsche Telekom
  • Digicel
  • KPN
  • Most
  • NTT Communications
  • Rogers Communications
  • Sprint
  • StarHub
  • Telecom Italia
  • Telekom Austria
  • Telenor Pakistan
  • Verizon


Dr Mark H. Mortensen (Practice Head, BSS) is the lead analyst for Analysys Mason's Customer Care, Service Fulfilment and Digital Economy Software Strategies research programmes, which are part of the Telecoms Software research stream. His interest areas include customer self-service, new telco businesses entering the digital economy value chain, and network planning and optimisation.

The first 20 years of Mark's career were at Bell Laboratories, where he distinguished himself by starting software products for new markets and network technologies and designing the interaction of BSS/OSSs with the underlying network hardware. Mark was Chief Scientist of Management Systems at Bell Labs, and has also been president of his own OSS strategy consulting company, CMO at the inventory specialist Granite Systems, VP of Product Strategy at Telcordia Technologies, and SVP of Marketing at a network planning software vendor.

Mark holds an MPhil and a PhD in physics from Yale University and has received two AT&T Architecture awards for innovative software solutions. He is also an adjunct professor at UMass Lowell in the Manning School of Management, specialising in business strategy. Mark has also participated on the GSMA Global Mobile Awards judging panel.

Table of Contents

  • 6. Executive summary
  • 7. Executive summary
  • 8. Market drivers
  • 9. The telecoms industry needs growth
  • 10. CSP participation in the digital economy could provide growth
  • 11. Market definition
  • 12. The digital economy encompasses digital goods and services as well as new ways of selling and delivering traditional goods and services
  • 13. The digital economy ecosystem includes traditional telecoms players and many new groups and types of company
  • 14. The digital economy has three main types of player
  • 15. Established CSPs have advantages that they can use to enter the digital economy ecosystem
  • 16. CSP core competency analysis
  • 17. The digital economy has some strong drivers, but the risks for CSPs are higher than in traditional areas
  • 18. Digital economy participation models for CSPs
  • 19. Established CSPs need to enter the digital economy in three ways
  • 20. CSPs can provide digital economy enablement services for other companies to enter the digital economy
  • 21. Digital economy operations models and software strategies for CSPs
  • 22. CSPs need to answer four strategic questions to define their approach to entering the digital economy
  • 23. Strategic question 1: How wide should the CSP's market spread be
  • 24. Some digital economy areas are generally accepted as being in the province of CSPs, others are more questionable
  • 25. Leading CSPs that are targeting the digital economy are entering multiple areas rather than a few, select niches
  • 26. Digital economy opportunities are large, but CSPs should not focus on a single vertical
  • 27. Strategic question 2: How high up the value chain should CSPs go
  • 28. Providing operational support and marketing services may enable CSPs to access a large fraction of the value chain
  • 29. Strategic question 3: Which geographical area should the operator serve
  • 30. Smart home solutions are a good example of intrinsically local services, enabling CSPs to create ‘super bundles'
  • 31. Several models are emerging for providing enablement services to companies in wide geographical areas
  • 32. Strategic question 4: How do CSPs develop the products and competencies and deliver them to the market
  • 33. Organisational models: CSPs can either create a subsidiary or grow organically within established business units
  • 34. The basic operational model is to treat digital economy players as MVNOs or third-party content providers
  • 35. The digital economy mostly affects the BSS area, particularly billing, service provisioning and customer care
  • 36. Most CSPs are buying new stacks of system software for digital economy services
  • 37. Digital Economy Software Strategies research map
  • 38. Analysys Mason covers the digital economy in five research programmes, two of which focus on it exclusively
  • 39. About the author and Analysys Mason
  • 40. About the author
  • 41. About Analysys Mason
  • 42. Research from Analysys Mason
  • 43. Consulting from Analysys Mason

List of figures

  • Figure 1: Summary of report coverage: strategic framework for CSPs' digital economy initiatives
  • Figure 2: Telecoms retail revenue by service type and total service revenue (retail and wholesale), worldwide, 2009-2018
  • Figure 3: CSP revenue, and EBIDTA margin and capex as a percentage of revenue, worldwide, 2008-2012
  • Figure 4: Five leading players' digital economy revenue, and EBITDA margin and R&D/capex as a percentage of revenue, worldwide, 2008-2012
  • Figure 5: Digital economy goods and services
  • Figure 6: The digital economy ecosystem and its complex value chains
  • Figure 7: CSP core competencies that can be applied to the digital economy
  • Figure 8: Potential roles for CSPs in the digital economy and example services
  • Figure 9: Enablement roles for CSPs in the digital economy
  • Figure 10: Strategic questions that define CSPs' approach to the digital economy
  • Figure 11: Examples of CSPs' digital economy initiatives in different markets
  • Figure 12: CSP digital economy initiatives by vertical, worldwide, 2014
  • Figure 13: Leading CSPs' digital economy initiatives by vertical, worldwide, 2014
  • Figure 14: Digital economy verticals by their use of CSPs' established strengths and requirement for new competencies, and estimated market size compared with the telecoms market
  • Figure 15: Players in the digital economy value chain
  • Figure 16: Examples of CSPs' digital economy initiatives in different parts of the value chain
  • Figure 17: Estimated value in the non-entertainment connected home services market, by service
  • Figure 18: Examples of the geographic spread of CSPs' digital economy initiatives
  • Figure 19: Smart home services as separate clusters and as a ‘super bundle'
  • Figure 20: CSPs' geographical scope options for enablement services
  • Figure 21: The role of an exchange provider in delivering wide geographical coverage
  • Figure 22: Examples of CSPs' partnerships in selected digital economy initiatives
  • Figure 23: MNO/MVNO operational options for the digital economy
  • Figure 24: Software areas affected by the different vertical areas of the digital economy
  • Figure 25: Analysys Mason's digital economy research coverage
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