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  4. > Vertical & Horizontal Worlds of Mobile

Vertical & Horizontal Worlds of Mobile

  • August 2015
  • -
  • TeleResearch Labs
  • -
  • 185 pages

Summary

Table of Contents

A collection of caseworks & practice models for - developing new products & services; attracting new investments for intersectoral consumer offerings; and collaborating for multifaceted & standalone ‘mobile-internet’ businesses mobile-video-adaptation-and-delivery-2012-2016

Foreword
What often goes missing in many market research initiatives are inputs for enabling differentiation. Now, these 'inputs' may not always have an accepted business case, but then, that's what serendipity would be about, right?
But how do you go about achieving the unexpected?
That's by developing skills to plan business serendipity.
What we have attempted with this report is to present all hard facts/ figures/ analysis/ forecasts (the standard), and then interjecting them with daring & disruptive ideas, challenging mobile operators to have the guts for glory!

To tick your thought process let's quickly ask you a few questions:
a) Are you simply focusing on adjunct telecom markets, or have actively thought to fuse them up?
For instance, Connected Car w/ Connected Home, Mobile Agriculture w/ Mobile Microinsurance.
b) Within each market, have you really segmented consumers exhaustively?
Over half-a-billion women in agriculture aren't being approached effectively by mobile operators.
c) What's the market span of your average M2M apps?
Chinese operators are leading the front with generic M2M apps designed to work across several markets such as healthcare and automotive.
d) How can you leverage the data opportunity in rural/ underserved markets?
Contrary to some notions, data holds humongous appeal in rural settings but operators are not approaching the situation correctly.
e) Does your app strategy examine cost-effectiveness of verticals?
Not every vertical market would be profitable for all operators.
f) What would be your ideal time and route for M2M services migration to new networks?
2G/ 3G will remain the most common mobile technology in Latin America, Africa, Middle East, Central and Eastern Europe, and Asia-Pacific (leaving out South Korea and Japan) for the next 4-6 years.
g) How to draw investor confidence away from competitors?
Many big telcos' turnovers are substantially higher than OTT competitors such as Google, Facebook, Skype etc., however, their market capitalisation lack steam vis-à-vis such players as investors continue to foresee higher profits from such companies as compared to telcos.
h) What's your take on fixed mobile convergence (FMC)?
Contrary to what many industry observers believe, FMC is not for each and every mobile operator, with the focus on high-end markets. In price-conscious markets it would be better to focus on separate services. The decision to converge or to remain a mobile-only operator is highly significant during the next 5 years, especially keeping 5G networks evolution, which would test the notion that it's always wise to deploy mobile data onto fibre networks.
i) When should you compete, and where all you would be better off by collaborating?

Besides discussing and providing guidelines on the above mentioned points, the report draws attention to another interesting fact: while most businesses plan operations along the vertical & horizontal ranges we discuss below, not many pay deserved attention at their intersections – missing opportunities to be innovative – and thus missing serendipitous outcomes.
It is for these reasons we believe that operators should infact renew focus on their core services and strengths such as voice and messaging rather than meekly admit that these face continuous inevitable decline. Hardly has there been innovation in voice over the past two decades, whereas some hardware and software companies have latched onto it to make all the difference by the likes of Facebook and Apple.
Similarly, telcos have traditionally shunned attention to the consumer segments seen as undesirable such as rural farmers/ housewives/ students etc. This results in killing opportunities to be disruptive, with operators falling into a rut pattern.

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