Personal data assistant and advisorAnalytics: Big data analytics and insights for consumers and enterprisesIdentity: Authentication, identity management and fraud prevention Payments: Secure payments and commerce platformAdvertising: Contextual advertising and marketing platform
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From the Telco 2.0 Initiative (www.telco2research.com): Next generation telco business models and strategic growth opportunities. Latest core slide set. Contact@telco2.net
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Personal data assistant and advisorAnalytics: Big data analytics and insights for consumers and enterprisesIdentity: Authentication, identity management and fraud prevention Payments: Secure payments and commerce platformAdvertising: Contextual advertising and marketing platform
- 1. - 1 -© STL Limited • Proprietary and Confidential Business Model Innovation for the Digital Economy The Telco 2.0 growth opportunity Telco 2.0 business models and how to enable them Simon Torrance, CEO, STL Partners/Telco 2.0 Initiative Simon.torrance@stlpartners.com www.telco2research.com New Telco Business Models & Growth Opportunities STL Briefing – May 2013 www.stlpartners.com www.telco2research.com
- 2. - 2 -© STL Limited • Proprietary and Confidential Summary • Market getting harder fast • Cost reduction #1; Smart Network #2 • Service Innovation takes time • Role of vendors/partners changing
- 3. - 3 -© STL Limited • Proprietary and Confidential Voice, messaging and connectivity revenues are falling fast (EU) 0 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 100,000 2009 2010 2011 2012F 2013F 2014F 2015F 2016F 2017F 2018F 2019F 2020F €Millions Euro-5 Core services revenues Sp It Fr Ger UK The ‘hunger gap’
- 4. - 4 -© STL Limited • Proprietary and Confidential Data revenues insufficient to offset voice decline (EU) Source: Ofcom, Company accounts, Barclays Capital, STL Partners analysis 0 5,000 10,000 15,000 20,000 25,000 30,000 Q1 2009 Q1 2010 Q1 2011 Q1 2012 Q1 2013 Q1 2014 Q1 2015 Q1 2016 Q1 2017 Q1 2018 Q1 2019 Q1 2020 €Millions Quarterly Mobile Core Services Revenues - EU-5 countries Data inc SMS Voice 36% fall from 2009-2020
- 5. - 5 -© STL Limited • Proprietary and Confidential New business models & services must generate very large revenues to close the 36% gap in 2020 (EU) Rises to €59bn if service revenues are to rise by 2% annually between 2009 and 2020!
- 6. - 6 -© STL Limited • Proprietary and Confidential Operators’ response to date Pressure on core business Reduce opex and capex Chinese suppliers Prioritisation and shaping Wifi offload Network sharing Reduced workforce Multicast and CDNs Femto/Pico underlay Device management Seek growth Voiceandmessaging– RCSeetc. Retailbroadband&data Advertising&marketing Billing,paymentsand collection M2Mandembeddedmobility Enterpriseservices
- 7. - 7 -© STL Limited • Proprietary and Confidential OTT threat to future business as well as current Devices, OS, apps & software Data connectivity Voice & messaging Online advertising Online sale of physical goods Online Sale of content Payments Enterprise IT $ Traditional $ New profit $ New non-profit $ $ $ $ $ $ $ $ $ $ $$$$ $$$$$ $$$$$ $$$
- 8. - 8 -© STL Limited • Proprietary and Confidential Telco strategies in the big 5 battlegrounds Devices, OS, apps & software 1. Divide and rule 2. Support Microsoft and Nokia (& others) 3. Support those that fork Android Online advertising 1. Disrupt 2. Leverage customer data 3. Protectorate role for consumer data & privacy? Online Sale of content 1. Fragment 2. Support Amazon & independent stores 3. Leverage data, & payments Payments 1. Compete via collaborative approach 2. Create complete joined-up solution. Voice & messaging 1. Block 2. Bundle services 3. Improve voice & messaging 4. Partner with value sharers to block destroyers boss challengers boss challengers Critical need for joined-up telco approach to commerce platforms
- 9. - 9 -© STL Limited • Proprietary and Confidential Telco 2.0: Two-Sided Telecoms Business Model $ $ Source: STL Partners Analysis
- 10. - 10 -© STL Limited • Proprietary and Confidential Telecoms industry Consumers SMEs Enterprises Devices Downstream Customers Web Players Media Government Retailers Devices Healthcare Industrial Other Telcos Upstream Customers Six opportunity areas in the Telco 2.0 platform Core services Vertical industry solutions (SI) Infrastructure services Embedded communications Third-party business enablers Own-brand OTT services Current focus Additional focus
- 11. - 11 -© STL Limited • Proprietary and Confidential Telco 2.0 ‘Happy Piper’ vs Telco 2.0 Service Provider? • Reduce capex and opex • Route & offload traffic efficiently • Balance cost vs quality • Right network for service at right time • Service assurance • Network QoS • Congestion mgt • Provisioning • Low cost Telco 2.0 Happy Piper Telco 2.0 Service Provider • Invest in services • Deep customer knowledge • ID and authentication provider/agent • Integrate network & services • Flexible charging As above plus: • Service development • Customer experience mgt • Customer data • Real-time rating & billing Generic strategy Key success factors Skills and assets
- 12. - 12 -© STL Limited • Proprietary and Confidential Examples Telco 2.0 Happy Pipe Telco 2.0 Services EuropeAPAC
- 13. - 13 -© STL Limited • Proprietary and Confidential Priorities vary by Telco segment Large international players Regional players Tier 2/3 challengers Business & wholesale telcos Smaller national leaders Examples Vodafone, Verizon, AT&T, Telefonica, NTT Docomo BT, TeliaSonera, Sprint, SK Telecom, Singtel 3, Tele 2, Virgin Media, Cricket Wireless C&W, Global Crossing, Level 3, Interoute Swisscom, Belgacom, Telecom Portugal, Telecom NZ Core services Vertical industry solutions (SI) Infrastructure services Embedded communications Third-party business enablers Own brand OTT services Top priority Significant but selective approach required Limited or no opportunity
- 14. - 14 -© STL Limited • Proprietary and Confidential Happy Piper can be revolutionary – Free in France Cost-cutting won’t grow the overall market for operators but it can enable aggressive share gains and/or margin benefits. 0% 2% 4% 6% 8% 10% 12% 14% 16% 0 1 2 3 4 5 6 Marketshare% Years after inception 4th mobile player into the market: market share P4 Poland Bité Latvia H3G Italy H3G Sweden H3G Denmark H3G Ireland Yoigo Spain H3G Austria Q-Telecom Greece Televorgu Estonia Mobilkom Czech Republic Free France
- 15. - 15 -© STL Limited • Proprietary and Confidential Difficult to be a platform player? Telco 2.0 Happy Piper Telco 2.0 Service Provider Low cost Service assurance Network QoS Congestion management Provisioning Service development Customer experience mgt. Software & design Brand Customer data Ecosystem Development Infrastructure business Product innovation business
- 16. - 16 -© STL Limited • Proprietary and Confidential Different approaches to building new digital services units Telco 2.0 Strategy Unit Telco 2.0 Innovation Unit Telco 2.0 Business Unit Ideation Evaluation Piloting Investments/M&A Product development () Ecosystem/partner development Launch In-service delivery Easiest and least ambitious Hardest and most ambitious
- 17. - 17 -© STL Limited • Proprietary and Confidential Operator partnering needed to build scale Niche platforms and services are unlikely to generate material economic benefit to operators – they have to go big. Google Microsoft Online Services Division -20 -10 0 10 20 30 40 50 60 0 50 100 150 200 OperatingProfit2004-2011($bn) Revenue 2004-2011 ($bn)
- 18. - 18 -© STL Limited • Proprietary and Confidential Partnering for operators – the prisoners’ dilemma
- 19. - 19 -© STL Limited • Proprietary and Confidential Prisoners’ dilemma Working with third- parties (OTT etc.) Compete Open-access – collaborate with all Working with other operators Compete Collaborate Collaborate with specific players Steal the Crown Defence of the Realms Self-appointed King- maker Collaborative King- maker Isolated revolutionary Republicanism RCSeOwn VoIP service Own payments solution ISIS Own API programme WAC
- 20. - 20 -© STL Limited • Proprietary and Confidential Value-destroying strategies versus value-creating ones Working with third- parties (OTT etc.) Compete Open-access – collaborate with all Working with other operators Compete Collaborate Collaborate with specific players Steal the Crown Defence of the Realms Self-appointed King- maker Collaborative King- maker Isolated revolutionary Republicanism
- 21. - 21 -© STL Limited • Proprietary and Confidential Increasing attempts by operators to work together to build scale on infrastructure & digital services…but very difficult to pull off MENA US Europe APAC
- 22. - 22 -© STL Limited • Proprietary and Confidential MNOs Customers Upstream Sales&BusinessDevelopment Coreteam Advertising Platform Content Platform Payments Platform CommonPlatforms(e.g.Reporting,Profiling) Content & Apps Players Merchants Brands & Media Co.’s Banks MENA JV: Example of Telco 2.0 in practice
- 23. - 23 -© STL Limited • Proprietary and Confidential Invested Capital (IC) Sales Sales/ IC EBITDA % EBITDA Free Cash Flow CROIC* % Different operational & financial models: new metrics needed Core services Vertical industry solutions (SI) Infrastructure services Embedded communications Third-party business enablers Own brand OTT services $1,000 $500 0.5 45% $225 $64 6.4% $500 $350 0.7 30% $105 $26 5.2% $500 $350 0.7 30% $105 $26 5.2% $200 $200 1.0 28% $55 $21 10.3% $100 $200 2.0 15% $30 $12 12.3% $25 $35 1.4 20% $7 $3 10.7% * Cash return on invested capital CurrentoperatorfocusNewoperatorareas
- 24. - 24 -© STL Limited • Proprietary and Confidential Top 6 ‘Strategic Opportunities’ for Telcos 2. Re-define fundamental telco business model and innovation processes 1. Global Trust Network for Personal Data and Digital Identities 5. Case for Infrastructure investment 6. Role in Cloud Computing 3= Partner better with other industries 3= Regulation for cross-border, cross-industry collaboration
- 25. - 25 -© STL Limited • Proprietary and Confidential How to extract value? “Data is the new oil of the Internet and the new currency of the digital world.” Meglena Kuneva, European Consumer Commissioner 2009
- 26. - 26 -© STL Limited • Proprietary and Confidential Telcos have access to uniquely rich and persistent data
- 27. - 27 -© STL Limited • Proprietary and Confidential World Economic Forum principles • People are producers, not just consumers • Give people control, access and choice • Embed rights in code • Make data practices a point of competitive differentiation • New ‘rules and tools’ weforum.org/personaldata
- 28. - 28 -© STL Limited • Proprietary and Confidential Big Data: Five opportunity areas for Telcos Opportunity grouping Description Internal Services Upsell, cross-sell, reduce churn, create & reward advocates, deliver better customer experience Raw Big Data Professional Services Real-time 3rd party process enablement Personal Cloud 1. 2. 3. 4. 5.
- 29. - 29 -© STL Limited • Proprietary and Confidential Business Model Innovation for the Digital Economy The Telco 2.0 growth opportunity Telco 2.0 business models and how to enable them Simon Torrance, CEO, STL Partners/Telco 2.0 Initiative Simon.torrance@stlpartners.com www.telco2research.com Thank you
Notes de l'éditeur
- Mention data only packages with unlimited voice in Denmark and Germany
- Currently operators provide core services to individuals within their customer segments (P2P) communications and they collect money from millions of customers in thousands of segments using hundreds of devices. In doing this they have a collection of assets and skills that can be reused to develop new platform services for delivery to upstream customers (like the merchants in amazon model). Operators can be paid for these services by new upstream customer group.Now going to cover what they are and challenges of realising the opportunity…
- MNOs strengthen their position via a single contact point with upstream players; easier for upstream players to contract – one contract; More high-quality mobile services for consumers. Ours is a 2-sided business opportunityThis is our business model:Anayou is organised and focused on meeting the needs of Business and Commerce. It is a B2B profit-seeking company with a strategic asset in customer profilingAs well as providing a shared commercial and technical platform, anayou passes on aggregation cost benefits to offer MNOs advantageous commercial terms for the core servicesMNOs are organised and focused on meeting the needs of their consumers (and business custtomers-as-consumers)MNOs are anayou shareholders
- Currently operators provide core services to individuals within their customer segments (P2P) communications and they collect money from millions of customers in thousands of segments using hundreds of devices. In doing this they have a collection of assets and skills that can be reused to develop new platform services for delivery to upstream customers (like the merchants in amazon model). Operators can be paid for these services by new upstream customer group.Now going to cover what they are and challenges of realising the opportunity…