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The rise of the digital economy is affecting businesses worldwide, as they seek to adapt to the always-on, digitally enhanced lifestyles of advanced consumers. Analysys Mason is researching the operational models that CSPs are using to enter the digital economy and the associated vendors that are helping them.

Table Of Contents

The Digital economy software strategies framework for CSPs: finding new sources of revenue
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 RandD/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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