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The Digital Challenge: Transforming From Voice to Data Centricity

出版商 Mobile Market Development Ltd 商品編碼 332547
出版日期 內容資訊 英文 36 pages
商品交期: 最快1-2個工作天內
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數位挑戰:從語音轉移到資料中心的服務 The Digital Challenge: Transforming From Voice to Data Centricity
出版日期: 2015年06月11日 內容資訊: 英文 36 pages

由於OTT語音&訊息的流量擴大,行動通訊業者 (MNO) 的語音、文字服務置於嚴峻環境。MNO從著重語音&文字的收益的傳統「Telco 1.0」經營模式,被迫轉向著重資料&數位服務的「Telco 2.0」模式。

本報告提供行動通訊業者 (MNO)從「Telco 1.0」到「Telco 2.0」經營模式的轉變趨勢的相關調查,變更的贊同意見,障礙,經營模式變更的實現因素,印度的MNO的檢討等彙整資料。

第1章 概要

第2章 簡介

第3章 對變化的贊同

  • 完美風暴的重返
  • Telco 1.0:到達頂峰了嗎?
  • Singtel:變化贊同
  • TeliaSonera:變化贊同

第4章 變化的障礙

  • 策略性漂移
  • 對變化的內部障礙
    • 舊的KPI、經營管理獎勵
    • 討厭損失的財政性策略
    • 經營管理的自主性選擇
    • 對法律規章上的保護的太樂觀期待

第5章 變更經營模式的實現因素

  • 對資料、其他非語音業務收益的成長的目標化、推薦
  • 解除產品與服務的複雜性
  • 對設備組合的策略性動作
  • 品牌及品牌通訊的再次考慮
  • 對法律規章上的解決方案的要求的阻力

第6章 印度業者的評論

  • 印度市場背景
  • 對資料、其他非語音業務收益的定位
  • 費用的複雜
  • 設備組合的檢查
  • 客戶和品牌通訊
  • 對法律規章上保護的依賴

第7章 主要調查結果

第8章 建議



Over-The-Top (OTT) services such as WhatsApp and Facebook Messenger have experienced rapid growth on the back of rising international consumer adoption. This growth has resulted in OTT services capturing increasing volumes of text and picture messaging traffic that used to be consolidated on MNO service platforms. OTT services are now expanding beyond messaging to include voice services. In April 2015, Facebook began rolling out voice services to WhatsApp's global base of 800 million monthly active users.

The increasing growth of OTT voice and message traffic creates downward pressure on MNO voice and text usage and, by inference, revenue. As a result, MNOs face the challenge of moving from a traditional Telco 1.0 business model focused on voice and text revenue, to a Telco 2.0 business model focused on data and digital services.

MNOs in general recognise the need to change their business model to adjust to the new environment where data connectivity is king and OTT services are the norm, but many MNOs struggle with the business model change. Decision-making tends to be incremental rather than transformational and internal forces conspire to resist business model change. The result is a stagnant business model that struggles to adapt to a rapidly changing environment.

This report reviews why MNOs need to move from a Telco 1.0 to a Telco 2.0 business model, and then analyses the forces and decision making that can impede such a transition. After these forces of resistance are examined, change enablers are identified that MNOs can deploy to assist them with business model transition. The Indian market is also reviewed though the lens of these change-enablers to examine the readiness of the Indian MNOs to shift to a Telco 2.0 business model.

The report finally presents Conclusions and Recommendations that should be considered by any operator seeking to transition to Telco 2.0.

Table of Contents

1 Overview

2 Introduction

  • 2.1 Background to the Report
  • 2.2 Report Content
  • 2.3 Currency and Conversions
  • 2.4 Further Questions and Feedback

3 The Case for Change

  • 3.1 Revisiting the Perfect Storm
  • 3.2 Has Telco 1.0 Reached its Peak?
  • 3.3 Singtel Makes the Case for Change
  • 3.4 TeliaSonera Makes The Case for Change

4 Identifying Barriers to Change

  • 4.1 Strategic Drift
  • 4.2 Internal Barriers to Change
    • 4.2.1 Out-dated KPIs and Management Incentives
    • 4.2.2 Loss-averse Financial Strategy
    • 4.2.3 Management Self-selection
    • 4.2.4 Over-optimistic Expectation of Regulatory Protection

5 Business Model Change Enablers

  • 5.1 Target & Incentivise Data & Other Non-Voice Service Revenue Growth
  • 5.2 Reduce Product and Service Complexity
  • 5.3 Act Strategically with the Device Portfolio
  • 5.4 Rethink Brand and Brand Communication
  • 5.5 Resist Cravings for Regulatory Solutions

6 Indian Operator Review

  • 6.1 India Market Background
  • 6.2 Targeting Data & Other Non-Voice Service Revenues
  • 6.3 Tariff Complexity
  • 6.4 Device Portfolio Check
  • 6.5 Brand Communication with Customers
  • 6.6 Reliance on Regulatory Protection

7 Key Findings

8 Recommendations

Appendix - Feedback Questions

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