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The Book of Boost 2014-2018

  • February 2014
  • -
  • TeleResearch Labs
  • -
  • 145 pages

E1. Introspection
The Book of Boost: At TeleResearch Labs we always take pride in differentiating ourselves from our peers. The reasons which led us to choose this particular…shall we say ‘theme’ springs from the telecoms happenings globally in the past couple of years, and we realised it’s high time the telecom industry needs a boost now. We sought to analyse the various new opportunities that all the players in the telecom market can grab to grow and become more profitable in the years to come. What are the current challenges that are holding them back to Invest, Innovate or Monetise? That’s what The Book of Boost endeavours to answer.
In particular we analysed:
• Progression towards NGNs like LTE/ LTE Advanced, with selective case studies.
• Effective PCRF modules based on consumers/ devices/ markets segmentation.
• Different ways operators are managing their networks and where all they are making mistakes.
• Newer ways to collaborate with mobile device makers, app developers, ISPs, MVNOs and OTT players.
• How to explore pricing keeping devices/ consumer segmentation at the core.
• SMS/ MMS business models that can help operators to fully extract revenues from these services which many consider passé.
• The lesser known paths to optimise your CAPEX & OPEX.
• Majority of operators’ business bottom lines are at the stage of no profit/ no loss. How can they come back in the game by ramping up revenues and reaping profits again?
• Towards which side be investments inclined in future and what would be their probable gestation period, and ways to win investor confidence?
Such and many other matters we examined led us to come up with a unique research – A research which isn’t bent on any particular technology, country or fraternity – But rather, is specifically targeted at – Boosting up revenues for ALL connected to the Mobile Phone – be it mobile network operators at any stage of technology, device makers, app developers, ISPs, MVNOs, OTT players et al. Truly, a one for all, and all for one project – The Book of Boost!
E2. Towards Boosting Revenues & Profits!
The Book of Boost begins by fully understanding and appreciating the various challenges vis-à-vis mobile & wireless services, and also attempts how to work around those to ensure seamless operations while minimising costs for CSPs, device makers, MVNOs, NEMs and ISPs.
There has been a spurt in M&A in the past couple of years. However, operators face many risks, such as high amount of political uncertainty in the Gulf region and North Africa, severe macroeconomic issues in Southern Europe, and a questionable regulatory climate in the Indian subcontinent. Operators are clamouring to leverage the growth potential in emerging Asian economies; however, ownership issues have come up as hot topics in the region, mainly in Indonesia and Vietnam. The changing risk scenario creates rising uncertainty regarding deal valuations and draws greater management examination and investor caution.

1. Investors’ Confidence at an all time low, Regulations adding more woes
The global telecom market has gone through a flurry of events that has largely been in the favour of consumers, telecom network & infrastructure providers, device manufacturers and the new breed of players like OTT providers and app developers. Ironically, telecom operators that once used to be the face of the telco market have now become mere spectators. This is not going to be the ideal condition for the telco industry to grow, generate wealth and add value to the end users for a longer period of time. And that’s the reason, investors that once looked at the telco market as very lucrative are now doubtful on the returns. Operators have managed their capital expenditure and balanced it well with free cash flow and dividends but strict capital expenditure control can restrict them to formulate new services at a fast pace. They must remain committed to invest in new growth avenues and at the same time monitor technology and consumer developments accurately to make sure their financial investments remain on the right track.
Moreover, regulatory uncertainties are impacting operators’ desire to invest in new markets. It is crucial for regulatory bodies to formulate pro-investment policies so that operators form workable stances on a range of issues and also to facilitate the relationship between fixed and mobile policies. All these parties must work in cohesion to achieve transparency over regulatory approaches.

2. Business Models not in line with Digital Services Opportunities
MNOs need to approach customers from a fresh perspective by letting go of their legacy strategies as values move from minutes of usage to volumes of data. Rather than battling churn, MNOs should target revenues from new services and think up a broader array of pricing models for monetising such services.
Other players like device manufacturers, network equipment vendors and independent software vendors will have equal opportunity by enabling and cooperating with each other in building platforms to offer digital services portfolio.

3. Innovation taking over Loyalty
Take a look at the few disruptive innovations that shifted the loyalty and changed the course of telco market with their fascination – LTE vs. WiMAX; Android vs. iOS, Symbian, BlackBerry & others; Internet calling & messaging vs. traditional communication services and last but not the least mobile apps vs. websites. Each of them has simply shaken the dominance of the other and in some cases even derailed the other from the track. With ever-growing innovations players in the telecom market need to spot the next big thing as early as possible and align themselves accordingly. Failing to do so, even the established players can lose their hold on the market and can even disappear to be present in the book of legends.

4. Underuse of Customer Analytics and Failure to target the RIGHT AUDIENCE
The successful MVNOs like Virgin Mobile have been able to build great brand equity in highly competitive markets just by focusing on users and their lifestyle. This calls for a big shift in the approach from operators that used to focus more on network and less on the users.
MNOs need to have detailed business intelligence about their customers so that they can identify the segments that will be more profitable for longer period of time.
These factors will help them understand customer mindset and in reusing network data in collaboration with other parties to offer services with unparalleled QoS. Improved information can also assist operators in cutting OPEX while meeting regulations from governing bodies. How this can be done has been aptly covered inside the Report.

5. Improper M&A and Partnership Strategy
The nature and associated risks of mergers and acquisitions have changed despite a surge in such activities. But mergers and acquisitions are significant in upcoming market segments. Operators need to clearly differentiate between when they should acquire and when they should collaborate.
A detailed analysis with solutions have been presented on the above issues, peculiar geographical-based problems operators face, such as bleeding ARPUs, network failures, churning subscribers, unfavourable regulatory policies, grey market products, devices’ incompatibility, failure to recover RoIs - All have been aptly analysed so that MNOs, device makers, network vendors, app developers and ISPs get a better grasp of the real hurdles out there and can devise appropriate roadmaps/ collaborations to come back on the track – from which many are slipping fast.

Who Needs This Report?

Mobile Operators – For a better understanding of the current telecom market dynamics across the globe. The study provides global opportunities and competition, Business Case Studies and guidelines to boost your current market position.
Mobile device ODMs – For understanding the unique marketing opportunities in unserved/ underserved regions.
Mobile device OEMs – For strategising their production and pricing.
Content Vendors – For the possible changes that content development might go through and issues of adaptability solved.
App Developers – To find out unexplored revenue opportunities in apps.
Consumer Electronics Companies – For coming up with, and integrating mobile Internet into consumer durables.
Processor Vendors – For streamlining their products for mass market adoption.
Wi-Fi, Bluetooth, GPS semiconductor vendors – To overcome security concerns, and to exploit newer opportunities/ partnerships with device makers.

Key Questions Answered

1. How MNOs can maintain market stickiness and longevity, while securing investors’ confidence?
2. How services should be offered in different phases for smooth transition to fixed-mobile convergence (FMC)
and what are the new avenues where fixed-line operators can team up with mobile operators?
3. In an environment of rising security issues, how to explore a credible cloud computing model to improve
client trust?
4. How to develop strong value proposition by addressing the digital lifestyle opportunities and maximise
Customer Lifetime Value?
5. How can MNOs leverage maximum gains from low consumer spend markets?
6. Where is the real profit in tidbits such as QR codes and NFC, and how MNOs can leverage them to avoid
7. What are the new verticals (m-commerce, m-health and m-entertainment etc.) MNOs can explore to
generate more revenues?
8. What are the new ways SMS & MMS can further be exploited by MNOs?
9. Why conservative approach of investment (CAPEX) can be a better option in many markets?
10. What are the new ways OTT players and MNOs can have a successful collaboration over a longer period?
11. What Samsung should not overlook with Tizen?
12. Network infrastructure providers need to provide customised solutions to MNOs – The Whys & Hows.
13. How to collaborate with other players in the ecosystem for shortening your time to market?
14. How the scenario would shape up between content aggregators/ developers and MNOs in the Mobile VAS
15. How uncertainties (regulatory hurdles, unstable economic climate, and political issues) can be assessed so
as to turn them into strategic advantages?

Key Findings

Mobile device manufacturers & OTT players have hijacked almost entire attention of customers and MNOs are currently reeling under that pressure. However, they should not panic but need to safeguard their position and avoid unnecessary risks. Identifying the segments with high profit margin and holding their position in the market will offer great opportunities to monetise their investment in the long run.
Our survey revealed that majority of OTT players are in pressure to collaborate with MNOs/ ISPs to ensure QoS and believe that QoS can only be guaranteed by partnering with data providers.
Smart mobile devices are slowly entering into the workplace and the trend has started impacting the industry in two ways. On the one hand, demand for data and mobility services is growing exponentially, and on the other hand it is also driving enterprises to replace computing devices or promote BYOD.
The demand for smartphones is growing rapidly and it is going to make more than 50% of the total mobile phones shipped globally in 2013. The worldwide shipment for smartphones will reach 1.7 billion by 2018.
Strong demand for Android tablets and the introduction of new iPad mini from Apple have greatly boosted the worldwide tablet market. In fact, tablet market is going to heat up further with the introduction of more affordable devices from Chinese vendors and the introduction of Apple’s iPad mini 2 (by the end of 2013 and most probably at significantly reduced price). We predict the total worldwide shipment for tablets to cross 300 million mark in 2017 and reach close to 345 million in 2018.
The worldwide mobile service revenue from business users will reach US$360 billion by 2018. On the other hand, the enterprise cloud-based services would double by 2018 from the current size of US$18.3 billion in 2012.
Most of the activities in the telco industry are currently revolving around mobile broadband. However, it must be noted that fixed line will not only carry at least ten times more traffic than the mobile network during the next 5-8 years, but it will also be crucial for the widespread growth of mobile broadband. In fact, fixed mobile convergence (FMC) will be the business model that will work best in the coming years through optimal use of fixed and mobile technologies.

Table Of Contents

The Book of Boost 2014-2018
Chapter 1. Executive Summary
Chapter 2. Regional Analyses of Core Problems
2.1 Africa
2.1.1 Operators Lagging in Network Infrastructure
2.1.2 Burden of Overheads
Figure 2-1 Global Corporate Taxation by Region, 2011
Table 2-1 Examples of Taxes and Fees Applying to Mobile Operators in SSA, 2011
2.1.3 Returns Disappointing
2.1.4 Regulatory Risks and Issues Adding to Woes
2.1.5 Operators Engaged in Price Battles
2.1.6 ARPUs nose-diving across the region
Figure 2-2 Africa Unique Subscribers by Region (In %), 2012
2.1.7 Limited Spectrum to offer MBB
Figure 2-3 Available Mobile Spectrum in Selected Countries (In MHz), 2012
2.2 Asia Pacific
2.2.1 Competition Driving Down the Prices, Profit Margins and RoIs
Figure 2-4 Operators' RoIs in Selected Markets in Asia Pacific (In %), 2008 and 2010
2.2.2 Skyrocketing Data Traffic Affecting QoS
2.2.3 Overcrowded Device Market with Flourishing Grey Products
2.2.4 Unpredictable Regulatory Policies
2.2.5 Early Launches of NGNs: A Case of Too Much, Too Soon
2.2.6 Cultural Constraints
2.3 Latin America
2.3.1 Voice Services Reaching Saturation
2.3.2 Entry of MVNOs Intensifying Competition and Leading to Price Wars
2.3.3 Declining ARPUs, Low Consumer Spend and Limited Customer Base
2.3.4 OTT Contents Eating Out Revenue Share of MNOs
2.3.5 Wi-Fi Abundance Affecting ISPs and MNOs
2.4 North America
2.4.1 Matured Market
2.4.2 Cut-throat Competition and Lack of Cooperation
2.4.3 Burden of Device Subsidies
2.4.4 North American Customers Seek Novelty and High Quality
2.4.5 Low Density Rural Markets
2.4.6 Unstable Economy
Figure 2-5 Real GDP of US, Canada, Japan, Euro Zone, Non-Japan Asia and Latin America (Y-o-Y % Change), 2012 - 2014
2.4.7 Mobile OTT Services Affecting Operators' Revenues
2.5 Middle East
2.5.1 Political Instability
2.5.2 Competition Resulting in Price Wars, Declining ARPUs and Voice Revenues
2.5.3 Scarcity of Local Mobile Content
2.5.4 Cultural Barriers
2.5.5 High Cost of Ownership
2.5.6 Unexpected Government Interventions
2.6 Europe
2.6.1 Economic Instability
2.6.2 MVNOs Providing Opportunities, but also Threats
2.6.3 OTT Players affecting MNOs Voice/ Messaging Revenue
2.6.4 Insufficient Data Revenue
2.6.5 Unfavourable Regulations
2.6.6 Device Subsidies
2.6.7 Competition Bringing Down RoIs
Chapter 3. Strategies for Market Revival and Portfolio Development
3.1 Mobile Apps - What's your app strategy (MNOs, Vendors, App Stores, Developers)?
3.1.1 Monetising Your Business Models
Figure 3-1 Average Number of Apps Installed on a Smartphone in the US, 2011 and 2012
Figure 3-2 US Web vs. Mobile App vs. TV Consumption per day (In Minutes), 2010 - 2012
3.1.2 Strategy for New App Launches Fabrication Dilemma - Big question “What to offer?” App Categories
Figure 3-3 Worldwide Smartphone App Consumption per day by Category (In Minutes), Q1 2011 and Q1 2012
Figure 3-4 Fastest Growing App Categories, October 2011 - March 2012 App Platforms: Where is the money - Android, iOS or …………?
Figure 3-5 Evernote's Average Revenue per User per App by Operating System (In US$), 2012
3.1.3 Case Study: Tizen - All set to disrupt android supremacy?
3.1.4 Case Study: Apple App Store vs. Google Play vs. Blackberry World and Windows Phone Store
Figure 3-6 Mobile App Store Size (In Numbers), May 2013
Figure 3-7 Number of Applications on iTunes App Store vs. Google Play, July 2008 - July 2012
Figure 3-8 Apple App Store Paid vs. Free Applications (In %), 2012
Figure 3-9 iOS Application Downloads in Key Markets (In %), October 2012
Figure 3-10 Google Play Application Downloads in Key Markets (In %), October 2012
Figure 3-11 Apple App Store Revenue (In US$ Billion), 2011 and 2012
Figure 3-12 Average Prices of Most Popular Apps - iPad vs. iPhone vs. Android (In US$), January 2012
Figure 3-13 Average Revenue per App per Month (in US$), 2012
3.1.5 Revenue Opportunities via Apps for Small-to-Midsized Vendors Mobile App Revenue
Figure 3-14 Worldwide Mobile App Revenue Forecast (In US$ Billion), 2011 - 2016
Figure 3-15 iOS Revenue in Key Markets (In %), October 2012
Figure 3-16 Google Play Revenue in Key Markets (In %), October 2012
Figure 3-17 Revenue Generated by Applications Available in the Local Languages and Apps Available
in Local Language (In %), May 2012
3.1.6 Should every operator launch their own app store? Case worth Analysing: Verizon Apps
3.1.7 MNOs, Vendors and App Developers' Collaboration Opportunities High Bandwidth Apps High Traffic Apps Limited User Apps
3.2 Opportunities in the M-Commerce Arena
Figure 3-18 Revenue Share of M-Commerce as a percentage of E-Commerce, 2012 and 2016
Table 3-1 Fastest Growing M-Commerce Android Apps by usage in the UK, May 2012 - October 2012
3.2.1 M-Payment Market is Heating Up MasterPass: A New M-Payment System from MasterCard
Figure 3-19 Worldwide M-Payment Revenue (In US$ Billion), 2011 - 2016
Figure 3-20 Worldwide M-Payment Users (In Million), 2011 - 2016
3.2.2 Measuring RoI for MNOs from M-Payment Services Case Study from Kenya: Safaricom's Mobile Money transfer service MPESA
Figure 3-21 Safaricom's Revenue (In Sh Billion) for the first half of FY 2012
Figure 3-22 Safaricom's Revenue Break up (In %) for the first half of FY 2012
Figure 3-23 Financial Services Outlet in Kenya, 2009
3.2.3 Lean Principals for Consistent Growth How to come up with minimum viable products for maximum gains? How did T-Mobile drive smooth m-payment adoption? How to attract new customers? Ways to Drive Customer Loyalty via Early Adopters
Figure 3-24 Customer Life Cycle Retention and Brand Building using Disruptive Tactics
3.2.4 M-Payment Types Premium SMS-based Transactional Payments Direct Operator Billing Mobile Web Payments (WAP) NFC (Near Field Communication) Based Payments
3.2.5 Let's Analyse the NFC Mobile Payment Market NFC Devices Ecosystem
Figure 3-25 Worldwide NFC M-Payment Forecast (In US$ Billion), 2012 - 2018
Table 3-2 List of Available NFC Devices, April 2013
3.3 M-Health: Unveiling the Hidden Potential
3.3.1 M-Health Services Categories
3.3.2 How to drive M-Health adoption? Barriers to M-Health Technology Adoption for Healthcare Providers Barriers to M-Health Technology Adoption for Patients/ End-Users Ways to Overcome Challenges and Drive M-Health Adoption
3.3.3 M-Health Avenues
3.3.4 Case Study: Vodafone M-Health
Table 3-3 Vodafone M-Health Solutions
3.3.5 Current Market Landscape and Future Revenue Potential
Figure 3-26 Worldwide M-Health Revenue (In US$ Billion), 2013 - 2018
Figure 3-27 M-Health Revenue by Region (In %), 2018
Table 3-4 M-Health Revenue by Region (In US$ Billion), 2018
Figure 3-28 M-Health Revenue by Stakeholders (MNOs, Device Vendors, Healthcare Providers,
Content/ Application) (In %), 2018
Table 3-5 M-Health Revenue by Stakeholders (MNOs, Device Vendors, Healthcare Providers,
Content/ Application) (In US$ Billion), 2018
Figure 3-29 M-Health Revenue by Various Categories (In US$ Billion), 2018
Figure 3-30 M-Health Revenue by Various Categories (In %), 2018
3.4 Monetising the Mobile Multimedia Services
3.4.1 Key Advantages Growth in Data Revenue
Figure 3-31 Worldwide Mobile Multimedia Revenue (In US$ Million), 2012
Figure 3-32 Worldwide Mobile Multimedia Market Y-o-Y Growth (In %), 2011 and 2012
3.4.2 Key Differentiator to Churn Control Case Study: SK Telecom, South Korea
3.4.3 Strategies to Revive Mobile Multimedia Services Which type of segmentation is best suited for multimedia services? What to offer? Business/ Revenue Model to make Mobile Multimedia Services Attractive and Profitable
3.4.4 Which are the most profitable markets for launching multimedia services?
3.4.5 Revenue Opportunities for Vendors
3.5 Contents Based Services
3.5.1 Case Study: NTT DoCoMo d-market
Figure 3-33 NTT DoCoMo Smartphone Sales FOMA vs. Xi (In Million Units), FY2010 - FY2012
Figure 3-34 NTT DoCoMo d-market Revenue (in Yen Billion), FY2012 and FY2015
Figure 3-35 NTT DoCoMo VIDEO Store Subscribers (In Million), 2012
3.6 Analysis of Latest Technologies to Woo Users
3.6.1 Encashing Mobile QR Codes
Figure 3-36 QR Code Scans per Minute, Q2 2011 and Q2 2012
Figure 3-37 QR Code Scans by Age Group, 2012
Figure 3-38 QR Code Scans by Gender, 2012
Table 3-6 Top five QR Code Campaigns by Content Type, Q2 2012
Table 3-7 Top five QR Code Campaigns by Industry, Q2 2012
3.6.2 Where lays the real profit in mobile cloud? Recommending a Virtual Super Cloud Business Model
Figure 3-39 Worldwide Public Cloud Services Market (In US$ Billion), 2012 - 2018
Figure 3-40 Worldwide Public Cloud Services Market by type (In US$ Billion), 2012 - 2018
Figure 3-41 Virtual Super Cloud Business Model
3.6.3 3G-enabled VAS
3.6.4 4G/ LTE VAS GenX VAS Connected Cars
Figure 3-42 Worldwide Connected Cars Market by Shipments (In Million), 2013 - 2018
Figure 3-43 Worldwide Connected Cars Market by Revenue (In US$ Billion), 2013 - 2018 Example 1: Verizon's 4G Venture Forum for Connected Cars Example 2: BMW's LTE Adapter - Offers LTE Wi-Fi with NFC facility Broadcast Gaming Public Safety LTE
Figure 3-44 Worldwide Public Safety LTE Revenue (In US$ Billion), 2013 - 2018 4D Entertainment
3.7 Revive your Investments by Leasing Unused Spectrum to MVNOs
3.7.1 MVNO Business Model - Taming Threats to Ensure Long-Term Success
Figure 3-45 The MVNO Business Model
Figure 3-46 MVNOs' Activities along the Value Chain
Figure 3-47 Worldwide MVNO launches, by Region, 1991-2010
3.7.2 What is driving the MVNO growth?
Figure 3-48 Worldwide MVNO Subscriptions (In Million), 2010 - 2016
3.8 High Speed Network Markets
3.8.1 Opportunities in 4G Roaming - Network Lease-out, Data Exchange Revenue
Figure 3-49 Worldwide Roaming Revenue and Share of LTE Roaming Revenue (In US$ Billion and In %), 2013 - 2018
3.9 Emerging Markets: Operators/ Vendors Need to Bet on for Future Growth
3.9.1 What should be your go-to-market strategy? Case Study: Bharti Airtel
3.10 How lucrative are the Greenfield markets?

Chapter 4. Let's Catalyze Customer Development and Analyse Churn Management
4.1 Social Media: Newer Tactics to win Spendthrifts - The Youths
4.1.1 Brand Presence - How social you are?
Figure 4-1 Levels of Brand Social Engagement
4.2 Customer Segmentation, Pricing and Service Bundling: Time for Overhauling
4.3 What should be your VAS strategy in different markets?
4.3.1 VAS Business Models for Emerging Markets: What to offer and how to monetise?
4.3.2 Matured Markets: What the market demands and How to meet the customer's expectations?
4.4 Your Darling Dollar Strategy: Prepaid vs. Postpaid
4.4.1 Comparison of Go-to-Market Strategy - Unefon Mexico vs. Virgin Mobile UK
Figure 4-2 Prepaid Mobile Users: Smartphone vs. Feature Phone in Key Markets (In %), 2012
4.5 Exploring the Opportunity in Enterprise Segment
Figure 4-3 Worldwide Revenue Share for MNOs - Consumer vs. Enterprise vs. Wholesale (In %), 2012
4.5.1 Enterprise Mobility Services
4.5.2 Unified Communications Services
4.5.3 Enterprise Social Media
4.5.4 Cloud Offerings
4.6 Churn Management - Preparing for the Worst
Figure 4-4 Churn Behavior in Key Regions, 2012
4.7 The Next Level - QoE, Success Mantra of the Future

Chapter 5. How effective are you at Network Management, Upgradation and QoS?
Let's Find Out Before it's Too Late!
5.1 Evolved Packet Core (EPC) Model: Key to excellent traffic management and a great QoS
Figure 5-1 The Open Evolved Packet Core
5.1.1 Which is the best model? What should be your approach to EPC deployment?

5.2 Policy Management
5.2.1 How PCRF can be implemented to take maximum benefit from 3G/ LTE investments?
Figure 5-2 Policy and Charging Control Architecture
Figure 5-3 Key PCRF Interfaces
5.2.2 Selecting the right vendor
Table 5-1 Major PCRF Vendors, Solutions and their Clients
5.2.3 How MNOs can minimize their PCRF/ Policy Server deployment costs?
5.2.4 Case Study: Analysis of Verizon Wireless' approach to PCRF
5.3 Strategic Importance of Wi-Fi Beyond Traffic Offloading
Table 5-2 Strategic Value of Wi-Fi beyond Traffic Offloading
5.4 How to tame the CAPEX and OPEX?
5.4.1 Case Study: Bharti Airtel - Pioneered the Innovative Business Model of Outsourcing and Sharing
Figure 5-4 The Rise of Bharti Airtel's Empire
5.5 Have you reaped your 2G/ 3G investment? Think Again!
5.5.1 Decide timing of Network Upgradation
5.5.2 Worldwide Network Upgradation and Shifting Customers to More Advanced Networks
5.5.3 Case Study: LTE approach - Top Three vs. the Pioneer (Verizon Wireless, SK Telecom and NTT DoCoMo vs. TeliaSonera
Table 5-3 LTE Subscription of Top three Operators (In Million), March 2013 Verizon Wireless
Figure 5-5 Verizon's LTE Subscribers (In Million), Q1 2011, Q1 2012 and Q1 2013
Figure 5-6 Verizon's 4G LTE POP (In Million), Q1 2011 - Q1 2012 and Q2 2013
Figure 5-7 Verizon's 4G LTE Devices Sales (In Million), Q1 2012 - Q1 2013 SK Telecom
Figure 5-8 LTE Subscribers in South Korea (In Million), 2011 - 2013
Figure 5-9 SK Telecom's LTE Subscribers (In Million), 2011 - 2013 NTT DoCoMo
Figure 5-10 NTT DoCoMo's LTE Subscribers (In Million), December 2010 - August 2012 TeliaSonera The Sluggish Sweden
5.5.4 Case Study: Analysing the Network Upgradation and Modernisation Strategy of Maxis Malaysia (2G, 3G and 4G/ LTE) Country Profile - Malaysia
Table 5-4 Country Profile - Malaysia What made Maxis to plan Network Upgradation and Modernisation?
Figure 5-11 Maxis Non-Voice Revenue (In RM Million), FY 2011 - FY 2012
Table 5-5 Maxis Non-Voice Revenue Break-up, Q4 2012 Evaluating Maxis' Network Modernisation Investments and its Impact on the Maxis' Top and Bottom Line
Figure 5-12 Maxis Network Modernisation Expenditure (In RM Million), FY 2009 - FY 2012
Table 5-6 Maxis Performance (Growth in Subscriptions, Revenue and EBITDA), 2009 - 2012
Figure 5-13 Maxis Mobile Subscriptions (In Million), 2009 - 2012
Figure 5-14 Maxis Revenue (In RM Million), 2009 - 2012
Figure 5-15 Maxis EBITDA (In RM Million), 2009 - 2012
Figure 5-16 Maxis Stock Performance (In MYR), 2011 - April 2013 Benchmarking Maxis' EV/EBITDA with its Peers' and Others'
Table 5-7 EV/ EBITDA of Maxis and its Peers, April 30, 2013
Table 5-8 Maxis' Valuation based on EV/ EBITDA, April 30, 2013

Chapter 6. Get Ready for The Walkway to Profit!
6.1 How to Put Accelerator on ARPU Meter?
6.1.1 No Matter What You Offer - Devices/ Services/ Software - Today's Telco Market Needs
6.1.2 Why winning existing customers again and again is so much important?

6.2 The OTT Challenge (Communication and Media)
6.2.1 How serious is it a threat for Telecom Operators and how secure is the future of OTT players?
6.2.2 Case Study: Astonishing growth of OTT players ? ? Tango: Leading OTT Mobile Video Calling Service
Figure 6-1 Tango Subscribers (In Million), October 2010, June 2011, September 2012 and November 2012
6.2.3 Case Study: KDDI Skype Partnership - if you can't beat 'em, join 'em
Figure 6-2 KDDI ARPU Growth (In JPY), Q3' 2009 - Q2' 2011
6.2.4 Case Study: Hike - Be brave to beat yourself! What propelled the Indian upstart on top? Hike's route to revenue
Figure 6-3 Hike App Downloads (In Million), February 2013 and April 2013
6.2.5 Who wins the VoIP - VoLTE Tug of War?

6.3 Strategies to Boost up Profit Margin
6.3.1 Which will drive the maximum revenue in medium term - voice, SMS/ MMS or broadband?
Figure 6-4 Worldwide Revenue Share of Voice, SMS/ MMS and Broadband (In %), 2013, 2016 and 2018
Figure 6-5 Vodafone Group Service Revenue Breakdown, 2012
Table 6-1 MNOs' Data vs. Voice Revenue Breakdown by Country (In US$ Billion)
6.3.2 What should be your data strategy for maximising ROI?
Figure 6-6 Types of Data Plans among Smartphone Users in key Markets (In %), 2012
6.3.3 Data Package - How to obtain a profitable mix which is appealing also? Case Study: Verizon's share everything plan
Figure 6-7 Verizon's Unlimited Talk and Text + Shared Data Plans, May 2013
Figure 6-8 Verizon Wireless' EBITDA Service Margin (In %), Q3 2011, Q2 2012, Q3 2012 and Q1 2013
Figure 6-9 Verizon Wireless' Uptake of Shared Data Plan (in %), October 2012 - April 2013

6.4 Fixed Line has its Role to play
6.4.1 Fixed Mobile Convergence (FMC) Example 1: Verizon FMC App Example 2: Com Hem FMC App
6.4.2 Traffic Offload from Mobile Networks to Fixed Networks
Figure 6-10 Verizon Wireless' Uptake of Shared Data Plan (in %), October 2012 and April 2013

Figure 6-11 Worldwide Cellular Traffic vs. Mobile Devices (Offloaded) Traffic on Fixed Line (In %), 2012 - 2018
6.4.3 Enterprise Segment Still Holds Billion Dollar Potential
6.4.4 Revival Strategy for Fixed Line Operators
Figure 6-12 The BML Loop
6.5 What about devices?
6.5.1 Device Manufacturers: What should be your future roadmap?
6.5.2 Case Study: Huawei ….. How to beat market leaders? What makes Huawei worth mentioning in the smartphone market? The Makeover in 2012 The Whim to Win The Challenges Ahead The Future Strategies
6.5.3 Growth Opportunities for Smartphones, Tablets and Phablets
Table 6-2 Huawei' Revenue by Business Segment (In CNY Million), 2012
Table 6-3 Top Five Smartphone Vendors, Shipments (In Million) and Market Share, Q1 2013
Figure 6-13 Worldwide Smartphone Shipment (In Million), 2013 and 2018
Figure 6-14 Smartphone Market Volume by Price Band (In %), Q4 2011 - Q3 2012
Figure 6-15 Major Smartphone Markets by Shipment (In Million), 2013 and 2018
Figure 6-16 Major Smartphone Markets by Shipment (In %), 2013 and 2018
Figure 6-17 Worldwide Tablet Shipment (In Million), 2013 - 2018
Figure 6-18 Worldwide Tablet Shipment by Operating Systems (In %), 2013 and 2018
Figure 6-19 Worldwide Phablet Shipment (In Million), 2012, 2013, 2016 and 2018
6.6 How established players (MNOs, MVNOs, Device/ Chip OEMs, ISVs, NEPs) can protract and
future proof their dominance?
6.6.1 Don't take away focus from your “Cash Cows”
6.6.2 Don't push too much too soon - Restrain Please!
6.6.3 Strive for Identity
6.6.4 Keep Your Trump Card Ready
6.6.5 Unlearn Your Success Quickly

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Wireless network data traffic: worldwide trends and forecasts 2016-2021

Wireless network data traffic: worldwide trends and forecasts 2016-2021

  • $ 7999
  • Industry report
  • February 2017
  • by Analysys Mason

"The rate of annual growth worldwide will decline persistently over the forecast period, falling from 78% in 2015 to 30% in 2021." Cellular data traffic growth will continue to be stronger in emerging ...

Western Europe telecoms market: interim forecast update (16 countries) 2016–2021

Western Europe telecoms market: interim forecast update (16 countries) 2016–2021

  • $ 7999
  • Industry report
  • February 2017
  • by Analysys Mason

"Telecoms retail revenue decline in Western Europe will be slower than in previous years, falling at a CAGR of –0.5% between 2016 and 2021." Slower revenue decline in Western Europe is a result of increasing ...

Middle East and North Africa telecoms market: interim forecast update 2016–2021

Middle East and North Africa telecoms market: interim forecast update 2016–2021

  • $ 7999
  • Industry report
  • March 2017
  • by Analysys Mason

This report provides: - an interim update of our 5-year forecast of more than 175 mobile and fixed KPIs for the Middle East and North Africa, as a whole and for 12 key countries, which was previously published ...


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